Blue Elevator Blog

The Three Ts of Talent

When it comes to hiring talent, you want to hire the best, right?

And who wouldn’t?  There are parallels when you compare sports and business.  We celebrate when our favorite teams draft, trade for, or acquire the superstar – or, the up-and-coming rookie.

And for the few that live up to the hype, there are countless others that fizzle out or just don’t ever live up to the expectation.

And, the same can be said of hiring top business talent.

The Three Ts of Talent – Getting it Right

This article will outline the major tenets when it comes to attracting, recruiting, and retaining top talent.

Those who have read the classic business book, Good to Great, will no doubt recount the importance of “getting the right people on the bus.”  Consider this a bit of a “how to do” that.

But, before we do that, let’s first examine a couple of pitfalls.

The Three Ts of Talent – Getting it Wrong

Here are a couple of reasons why a lot of organizations get it wrong:

1. Solve the problem first – then hire.  This is where sports has an advantage over business.  Let’s take baseball.  There are nine positions for players – not to mention the need to have added depth at pitching, hitting, etc.  In addition to these skill sets, scouts also look for speedsters that can steal a base or two when it’s the ninth inning and it’s all tied up.  In baseball, general managers and scouts know exactly what skill sets they need in what positions.  All too often in business, hiring authorities haven’t really taken the time to a) solve the problem or b) determine the skill sets they need in which positions.  Be encouraged to read the article A Primer on Hiring where we discuss this in more depth.
2. There’s more to a book than just the cover.  Right?  If you are reading this, you are part of the human race.  As humans, it is too easy to be attracted to something or someone you like.  Looks, personality, affluence, reputation, popularity, etc. are all factors that we notice in each other.  All too often, however, these become – by default – major hiring criteria.  There’s a story in the Bible where God instructed Samuel (the person God was to have ordain the new king, David) to avoid judgment based on appearance.  Samuel was instructed not to rely on “packaging” as it were: “for man looks at the outward appearance, but the Lord looks at the heart.” – 1 Samuel 16:7.
   You will do well to “open the book,” so to speak, and see what’s inside.

The Three Ts – What Are They?

When it comes to engaging top talent, consider this.  And, by the way, top talent doesn’t just refer to “senior” talent (e.g., C-level executives).  But, rather, the best players available at whatever level you are hiring.

The Three Ts of Talent are as follows: talent, temperament, and training.  We’ll cover each of these briefly.

• Talent (e.g., skill in a given position).  It’s obvious.  Hire the most talented person(s) you can.  And, for this, it presupposes that you know “Why” you are hiring the person and “What” you are hiring him or her to do.  This hearkens back to one of the big misses discussed above, which is knowing exactly what you are hiring this person to do.  If you haven’t taken the time to define “Why” you are hiring someone and “What” he or she will do, there is very little probability of getting it right.  If you need a pitcher, hire the best pitcher.  If you need a great catcher, hire the best catcher.  Those positions aren’t necessarily interchangeable.  Both positions require that they are filled with great athletes – but the positions require different skills.  Make sense?
• Temperament.  This is a word that doesn’t get used all that often anymore, so a little explanation is warranted.  In addition to looking for talent (e.g., skill), hire individuals that will “fit” your organization well.  This connotes and denotes perhaps their personalities, how they work best, and their abilities to fit within the chemistry of the overall team.  We can probably recall some sports teams that had great (e.g., talented) players, but were not as successful because they couldn’t play well together.
• Training.  Training is more associated with entry-level positions or mid-management.  So, if it helps, you can also think of this as “continued professional development” in the context of senior level executives.  In any position, there is an obvious “on-boarding process.”  This is where your new talent is acclimated to the overall tone and tenor of the organization.  Successful “on-boarding” involves helping the person gain a feel for the organization’s DNA, culture, etc.  A great quote made famous by noted late management expert, Peter F. Drucker, goes something like this: “Culture eats strategy for breakfast.”  Meaning, the best made plans need to be formulated to make sure that they are attenuated to work within the culture they reside.  The same can be said of people.  Even more, the best and most adept organizations vet for this “fit,” even before a person is offered a position.   In addition, like all professionals, there is a need for ongoing, continued professional development. Even top NFL quarterbacks continue to work with the quarterback coach to continually refine their skills.

Go and Do Likewise

Fortunately, in today’s marketplace, there are a lot of tools available to help you get it right.  And, as we like to say, “Just because it’s lonely at the top, doesn’t mean you don’t have to go it alone.”

We’d love to help you define and refine who it is you need – the “Why”and the “What.”  And, we can then put you in touch with someone skilled and trustworthy to help you choose and utilize the right diagnostic tools – even help you choose your next All-Star and future Hall of Famer.

Contact us if you would like any additional input. We’d love to hear from you.