Deepening the workforce talent pool
"Untapped Talent: Unleashing the Power of the Hidden Workforce" by Dani Monroe (Palgrave MacMillan, $30).
Face facts: there aren't enough "A players" to go around. By focusing on rock stars, companies ignore other talent that hides in plain sight. Savvy corporations understand that "B" and "C" outnumber the rock stars; corporate success depends more on improving their abilities than rock-star development.
The "B" and "C" workers fly under the radar because management undervalues their contributions — and their potential. Why? Maybe members of this hidden, largely untapped talent pool lack a particular skill. Maybe they're not adept at self-promotion and managing up. Maybe management has labeled them as "acceptable," not high-potential — and doesn't give them the opportunity to contribute more. Maybe they look and act differently than what management expects, or they lack a degree from a prestigious school. Maybe they're not in the right job.
Whatever the "maybe," one thing cannot be overlooked: They know how the company does business and have used their talent within that framework. That's valuable because it takes time to learn how to contribute. Having that skill makes them diamonds in the rough. Yet, they're usually excluded from leadership development training. And, unlike the "A" players, they lack sponsors willing to give them a chance.
To tap this hidden talent pool, you have to foster an organizational culture that "puts the right employee with the right skills in the right position at the right time." How? Manage talent effectively; extend training and developmental opportunities to the "B" and "C" players. Some will remain at their level; others will move up a level. Regardless of outcome, all will do their jobs better.
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"How To Change Minds: The Art of Influence Without Manipulation" by Rob Jolles (Berrett-Koehler Publishers, $17.95).
What's the distinction between influence and manipulation? Persuade vs. pitch. Persuasion involves listening and then guiding and nudging people through their decision-making process. It's about finding long-term solutions. Pitch (think infomercial) tells and, because it appeals to impulse and emotional triggers, sells.
Another big difference: The motivation of the persuader. Influencers won't offer what they don't believe in. They don't sell; they get others to buy a solution. They understand "how important focusing from another person's perspective" can shape decisions.
Influence begins with listening. Your interest in their story (those in pain have a story) begins the trust-building process. If people don't trust you, there's no way they'll think your advice is credible.
Based upon the story, influencers ask open-ended questions to find out more about the who, what, when and why. Once you understand their perspective, aim questions directly at their situation — and the solution you'll guide them toward. In a way, it's like a trial lawyer leading the witness. Questions like "What challenges do you face?" and "What concerns do you have?" provide insight into the context and content of their solution.
Jolles uses "And?" frequently as an onion-peeling question that requires the other person to drill down to what they have and what they want. The individual really thinks about the impact of not solving the problem. Once they realize the impact, they are open to action.
When working toward the solution, influencers use "you said" in their comments because those words continually remind the person that the solution belongs to him/her. It also leads to defining the benefits of actions required — and their expected outcomes.
Jolles's "decision cycle" involves people coming to their own conclusion, not yours. Its goal: Satisfaction. Moving toward satisfaction requires acknowledgement of dissatisfaction. Unless people really "feel the pain" of a situation, they won't cross the line between "it is what it is" and "I have to fix it." The fear of change often keeps them from crossing that line, too.
Jim Pawlak is a nationally syndicated book reviewer.
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