Leaders as liberators

Leaders are in the front line in liberating talent. A great leader can help people to perform at their personal best, to fully engage and to thrive in the workplace.

This is great for the individuals and the organisation, and it's also great for the leader, helping you to get better results and to have the time to focus on doing your job, not doing your team's job.

Our research shows that great liberators have five habits:

1. Know your team
What are they like at their best and at their worst? What is their performance like and what do they do in the future?

2. Catalyst for growth
Finding ways to develop and grow your team everyday through projects, meetings, coaching, check-ins and giving people stretch opportunities.

3. Feedback and feedforward
Research shows the importance and power of a feedback culture. This involves giving people regular feedback on what's happened, but also sharing feedforward - how things could be different next time.

4. Look to the future
People are craving better conversations about their future. Help them to see a direction, be it new skills, new roles or new contributions they could make.

5. Work in partnership
Find the overlap between what the organisation needs and wht the individual wants and then identify how you can implement any changes.

Diagram explaing leaders as liberators.

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From Talent Management to Talent Liberation

A book by Dr Maggi Evans, Prof John Arnold and Dr Andrew Rothwell

Talent management as practiced in most organisations is not fit for purpose. It is driven by an underlying assumption that talent is scarce; it is based on narrow views of future organisational needs and individual cases.

A more dynamic approach is needed that harnasses more of the talent that is lying dormant and that recognises the real challenges facing organisations and individuals in this changing work environment.

Talent liberation provides a solution. It looks to maximise existing talent, building agility, engagement and capability through a partnership approach that extends beyond the traditional boundaries of the organisation.

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