Discovery Group founder Adrian Gore says companies seeking stronger performance should focus on recruiting and developing capable people across every level of their organisations, rather than relying on a handful of exceptional employees.
Gore made the point during a conversation with MTN Group President and Chief Executive Officer Ralph Mupita on The Y’ello Chair, as the two discussed talent management and the ideas behind Gore’s book, The Four Principles: Multiply Your Impact in Life and Leadership.
Gore drew on the idea that a small number of events or individuals can have a disproportionately large effect on overall outcomes.
But he cautioned against interpreting this to mean that organisations should concentrate their attention on a small group of high performers while overlooking the rest of their workforce.
Instead, he argued that businesses should aim to recruit the strongest possible candidates for every position, from junior employees to board members.
His reasoning is that organisations cannot always predict which individuals will make the greatest contribution. Performance, he said, depends partly on context, and the people who have the greatest impact can change as circumstances evolve.
Gore said the changing technological environment makes this issue particularly important.
Artificial intelligence, he noted, is reshaping how work is done and could change the capabilities organisations need from their employees.
Skills that are particularly valuable in one period may become less important in another, while new capabilities may become essential as technology and business models evolve, he said.
For that reason, he said organisations need to be deliberate about recruiting and developing people rather than assuming that the same combination of skills will remain suitable indefinitely.
Leadership beyond performance targets
The discussion also connected talent management to Gore’s wider argument that leadership should bring out the best in people.
He has argued that a person’s impact is not determined by talent or educational background alone. The environment in which people work, the goals they pursue and the opportunities they recognise can also influence what they achieve, he observed.
For companies facing technological disruption and competitive pressure, he argued that talent management should extend beyond identifying a small number of star performers. He said talent management should involve building a strong organisation in which people across different roles are capable of making meaningful contributions.
Source: www.kumasimail.com
