While the zealous focus by companies towards acquiring talent and leveraging their skills to the fullest is evident, companies falter after this juncture since they believe that merely hiring someone appropriate for the role will get the job done.
The fundamental purpose of every business is to provide value to its customers. Once 'what' that value is and 'how' it will be generated has been conceptualised, it then boils down to getting the right people. Ultimately, it is the people who make the value come alive: first within, and then outside in the marketplace. It is no surprise therefore that most companies recognise the importance of having a sound talent team in place, especially at middle and senior management levels. This is evident in the zealous focus they have on acquiring talent and then leveraging those skills to the fullest. However, it is my belief that companies falter after this juncture. They believe that merely hiring someone appropriate for the role will get the job done, while I would contend that it's a job well begun, but only half done.
Given today's times, it is imperative for large organisations' , middle and senior level leaders to realise that the most crucial role of a leader is to develop more leaders. That is the only way organisations can succeed and win in the middle and long term. However, the reality is different. You may have observed that many mid-level managers and senior leaders spend disproportionate time utilising and honing the functional skills and capabilities of their teams, but spend hardly any in developing their leadership potential. Which is why it is easier to find managers who are domain experts, but tougher to find those who are good people developers.
This story is from the January 2019 edition of Human Capital.
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This story is from the January 2019 edition of Human Capital.
Start your 7-day Magzter GOLD free trial to access thousands of curated premium stories, and 9,000+ magazines and newspapers.
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