The War for Talent: What's the argument really about ?

The War for Talent is the catchy and hyped title of a book published in 1998 by a set of McKinsey Consultants, its publication date heralding "talent management" as af business discipline. In that influential book talent is described as a scarce resource critical for corporate performance, and one of the most competitive differentiators for any company. The contrarian Stanford Professors Robert Sutton and Jeffrey Pfeiffer devote in "Hard Facts, Dangerous Half-Truths, and Total Nonsense" a chapter to talent management

Click to read more ...

On Judgement

The ability to provide judgement differentiates search consultants from recruiters. It transcends the transactional exchange of CV’s and is the main value a search consultant brings to the process. Judgement has a double nature. First it is the result of an engagement with a client on how to solve a critical and sensitive business problem through the acquisition of talent. Next it is the culmination of an assessment of the required qualities, capabilities and fit of executives to be hired.

Click to read more ...

On finding people

Executive search consultants are not in the business of finding people, just as sales people do not send price proposals and invoices. The fact that sales goes far beyond a transaction of goods or services clearly does not raise an eyebrow anymore amongst the general public. Similarly Executive Search implies more than finding people. While everyone with a phone and internet access can find people, it is much harder to identify and assess those business problems that can be solved through placing the right talent.

Click to read more ...

Leadership and Humility

Humility is a trait seldom articulated when a personality profile is provided by companies seeking senior leadership. The reason is that humbleness seems to conflict with charisma, a correlate of self-confidence and charm that inspires, drives and motivates people. One client considered humbleness to be outright negative; as they associated it with meekness, introversion and timidity. I had to explain to them humility is not only an antidote to the dark side of charisma, but is also key to the ability of an executive to put and keep a team together of A performers.

Click to read more ...

The 7 Habits of Spectaculary Unsuccesful Executives

From Forbes

1) They see themselves and their companies dominating their environment (warning sign: a lack of respect)

2) They identify so completely with the company/corporation that there is no clear boundary between their personal interests and their corporation's interest (warning sign: questions of character)

3) They think they have all the answers (warning sign: no followers)

4) They ruthlessly eliminate anyone who is not completely behind them (warning sign: executive departures/churn)

5) They are consumate spokepersons, obsessed with the company image (warning sign: blatant attention seeking)

6) They under-estimate obstacles (warning sign: excessive hype)

7) They stubbornly rely on what worked for them in the past (warning sign: constantly referring to what worked in the past)