7/27/2019 Dr. Curtis L. Odom - September 2013 Leadership Excellence Talent Management Article

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Dr. Curtis L. ODOm Talent Management

09.2013Essentials of leadership

development

managerial effectiveness

and organizationa

 productiv ity

Vol.30 No. 9

The Standard of Global Leadership Development

Presented By

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7/27/2019 Dr. Curtis L. Odom - September 2013 Leadership Excellence Talent Management Article

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 Talent ManagementLeaders need to master the 5Rs.

To be eective in their roles, leaders needto master one core competency –connecting with people —by knowing their capabilities

and addressing their concerns.Without connection to people, what is a 

leader? Leaders today ace many challenges:expanding global competition, a surge inloss o intellectual resources with the waveo coming Boomer retirements, and a work-orce with dierent generational values. Tolead eectively you have to understand thoseyou lead.

 And to do that best, I oer 5 keys to eec-tive leadership that connect to the 5Rs of talent 

management —as expressed by Cynthia rudello PepsiCo. She noted that although HR atPepsiCo was doing many things well—they set their sights on helping their businessesachieve the Five Rs: having the right people  in the right place at the right time doing theright work the right way . In my 5 Rs, I sub-stitute the last R in PepsiCo’s Right Way withRight Cost .  Right People: Coach and mentor to cul-tural ft, not to job unction. Developing and sustaining a positive and productive culture

requires that people t. It’s not just about talent

or experience alone—you must ensure thatperson align with the culture.  Right Roles: Be agile, not ragile. Youhave to be fexible and willing to learn in orderto be an eective leader. I you are intoler-ant—brittle with those you lead and can’t seeyour way to make the right decisions becauseyou’re unwilling to learn and adapt—then yourleadership will racture. And you can’t build a growing organization on a cracked oundation.  Right Skills: Make professional develop-ment a contact sport. Education is good.Training is good. Real world experience is

better. When developing yoursel and/or yourorganization—look to the benets that comerom actual work in the feld—getting your

hands dirty—seeing what it’s like in the trench-es. You’ll come away a stronger leader and willbuild a more eective and productive work orce with that understanding. What you (andyour people) can do is much more

“Be a leader who places more

importance on the individual

pefoance and le on he

title. And, treat yourself the

ae way. Don’ ge pffed p

because of your title or position;

instead, show everyone that you

eaned epec by who yo ae

and wha yo do a oppoed o

wha’ on yo bne cad.”

 

important than any other aspect o business.

  Right Time: Conduct stay interviews often. Understand why people want to stay  with your company rather than xate on why some choose to go. Tis ties back to the impactthe leader or organization make at the employeelevel. Odds are i it’s unavorable, at somepoint that person will leave and ew o theiranswers will be o importance. Leaders andorganizations are better served i they try tond out what makes people enjoy working orthem or or the company. It’s a reinorcemento the positives that eliminates the need orretroactive xes o someone’s perceived nega-

tives regarding a leader or company and in thelong run proves to be ar more important.  Right Cost: Accept change as a requent visitor. Tere are always problems and issuesto deal with, is that change is constant. Indealing with change you can make mistakesand these are oten caused by internal politics,generational dierences and miscommunica-tion. Everything in business comes down tocost. And cost is directly linked to key per-ormance indicators, which can be used tomeasure current and uture success. Tat lastitem also holds the key to minimizing and

mitigating missteps—leaders must communicate clearly when it comes to expectations andexecution o policies within the organization

Be a leader who places more importance onthe individual perormance and less on theirtitle. And, treat yoursel the same way. Don’get pued up because o your title or positioninstead, show everyone that you earned respec

by who you are and what you do as opposedto what’s on your business card.

Make these action items the center o youpreparation and mastery as a leader. Seek toinfuence and inspire , not to drive and directI you do, you will connect with your peoplein a way to unlock your own door to being amore eective leader. LE

By Curtis L. Odom

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Curtis L. Odom, Ed.D., is Principal andManaging Partner o Prescient Strategists,ocusing on cultural integration and changemanagement, and author o Generation X 

 Approved: Top 20 Keys to Eective Leader-ship. Visit www.doctorcurtisodom.com

Visit Curtis Odom’s blog

Curtis L. Odom shows his prescience bycreating the best odometer or measuringthe one core competency that leaders needto master—connecting with people o allgenerations. He also has the keys to unlockthe door (and open the curtains) to eectiveleadership and talent management—theFive Rs: having the right people in the righplace at the right time doing the right workthe right way (and right cost). Doctor Odom

prescribes that leaders seek to infuence andinspire—not drive and direct.

Ken Shelton

Editor since 1984

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