We must hold people in the same role accountable for the same performance outcomes but challenge each person to reach these outcomes by capitalizing on his unique talents. We must teach managers how to distinguish between talents — which cannot be transferred from one person to another — and skills and knowledge, which can. We must build performance management systems that label a person’s talents his “areas for development” and that encourage him to “work on” strengthening his talents with the relevant skills and knowledge. And we must stop promoting people out of their areas of talent, and instead build alternative career paths that encourage them to grow within their areas of greatest talent.
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