Hi Chris,

I am responding to your post/response (https://create.twu.ca/chris/2018/10/12/a-response-to-bt-1/) to both Lillian’s original post https://create.twu.ca/lboyd79/2018/10/09/blog1-bt1/ and Brittany’s response https://create.twu.ca/brittanysportfolio/2018/10/12/response-to-lillians-post-leader-response-bt1/ .

 

Appreciating Talent

You address the idea of Appreciating Talent as it relates to Boyder (2018) outlining three key ideas regarding the value of people and their talent, therefor considering how their capabilities will allow for strategic progress within the organization. I would agree with your perspective here how a boss or manager or leader, through their very appreciation of this talent, should be approaching individuals regarding their career development. It seems to me this should be more of a structured process and an embedded culture within an organization. A leader who is thinking strategically may want to ensure they have communicated the value of the career development process and have ensured followers are consistently working through their own development plans as they relate to those of the organization. Hughes, Colarelli Beatty, and Dinwoodie (2014) capture this where they discuss the need to identify gaps in a followers skill set so as to build opportunities with them to grow and learn. They ask “What are some work-related situations that would force the person to stretch herself or himself professionally and fill those gaps?” (p. 265). Do you see this as an important organizational tool to develop and implement that would allow the leader to purposefully approach their followers to talk about career development?

I put forward that employee development should lead to organizational development. Do you agree? A TSL should be conveying the strategic drivers within an organization during professional development discussions. I believe that this is where followers can learn of potential organizational change and how they might be able to understand the rationale informing and directing staff role changes. Senior leaders must have the latitude to make strategic decisions regarding organizational structure, reporting responsibilities, and in determining staff assignments and roles. Lillian points this out where she states “A TSL would generally have a higher internal locus of control as they understand the potential and power their followers have to change and adapt to situations therey redefining their market share” Boyder (2018). Being a true TSL will show compassionate leadership, but this compassion does not prevent the TSL from making the hard decisions that allow the organization to thrive and meet its strategic drivers. This is well represented by Lillian under her PEOPLE ARE A PART OF THE SOLUTION section (although I will argue that PEOPLE ARE THE WHOLE OF THE SOLUTION) where she states “This does not mean a TSL is unable to make hard decisions in letting people go or redefining the organizational structure to fit the strategy.” Boyder (2018). It should be remembered that a TSL must demonstrate the 10 characteristics of Servant Leadership, as outlined in Northouse (2018), to their followers for the sake of advancing the organization whether it is during the interview and hiring process or during the exit interview and termination process. Is this not the role and responsbility of the TSL? Does this not ensure that the right talent is hired, retained, developed, and appreciated?

Appreciating talent is hard work. Being purposeful towards followers development is a part of that work effort. When done right, the outcomes for all involved should ensure that the individuals and the organization are advancing within their purpose and calling.

References

Boyder (2018). A perspective on the influence of the TSL on the strategic process || BT1. Retrieved from https://create.twu.ca/lboyd79/2018/10/09/blog1-bt1/

Hughes, R.L., Colarelli Beatty, K., & Dinwoodie, D.L., (2014). Becoming a strategic leader: Your role in your organization’s enduring success. San Francisco, CA: Jossey Bass.

Northouse, P.G., (2018). Leadership: Theory and practise. Thousand Oaks, CA: Sage.