Tired of the Diving Catch?

Diving CatchWhat do organizations all too often rely on to save top talent, particularly when a superstar walks into the office one day and announces, “Adios, it’s been real, I’m moving on.” The answer? It’s the infamous diving catch—that heroic, leave-it-all-on-the-field contortion worthy of nomination for Sports Center’s top play of the day. There has to be a better, more reliable way to hang on to top talent. There is.

Hanging on to talent is part of a much broader picture. It starts with the mindset that developing talent is the key to organizational sustainability.

It requires a little fear, knowing that people will leave at some point, but also a lot of faith that the investment in talent is mutually beneficial for both the individual and the organization.

It means embracing professional development as a leadership requirement, not an HR program. It requires leaders to be effective coaches, not just deciders-in-chief.

It embraces the practice of succession planning as a continuous process for developing tomorrow’s leaders today. Today’s leaders should use standards of performance to evaluate an individual’s performance and potential as routine practices.

I will be presenting a workshop on Succession planning: developing tomorrow’s leaders tomorrow at the Sage Summit in New Orleans on July 30th to discuss ways to avoid the diving catch as a standard operating practice. If you happen to be at Sage, I hope that you can join me. If not, stay tuned for my Sage Summit recap next week.

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