Stephen’s Self-Assessment Arcade

Talents

The book First, Break All the Rules: What the World’s Best Managers Do Differently is written about and for business managers. The authors, Marcus Buckingham and Curt Coffman, are in the consulting practice of The Gallup Organization. The rules that the authors recommend breaking are conventionally accepted rules of management such as: Messrs. Buckingham and Coffman support their assault on these and other tenets with the results of interviews with over eighty thousand of the best managers identified by clients of The Gallup Organization, as well as thousands of less accomplished managers. They then compared the answers to look for patterns that differentiate the best from the rest.

What the authors found was that the best managers do not try to help people overcome weaknesses. Instead, they want to build on strengths. When staffing, the best managers look for personal attributes in the candidates that match their requirements and that vary among candidates independently of skills and experience. The authors call these attributes talents; they define talent as “a recurring pattern of thought, feeling or behavior that can be productively applied.” They go on to assert that every job, at an excellent level of performance requires talent because an excellent level of performance requires the recurring application of some patterns of thought, feeling or behavior.
 
Examples of Talents
Striving Talents
Achiever
A drive that is internal, constant, and self-imposed
Kinesthetic
A need to expend physical energy
Stamina
Capacity for physical endurance
Competition
A need to gauge your success comparatively
Desire
A need to claim significance through independence, excellence, risk, and recognition
Competence
A need for expertise or mastery
Belief
A need to orient your life around certain prevailing values
Mission
A drive to put your beliefs into action
Service
A drive to be of service to others
Ethics
A clear understanding of right and wrong which guides your actions
Vision
A drive to paint value-based word pictures about the future
Thinking Talents
Focus
An ability to set goals and to use them every day to guide actions
Discipline
A need to impose structure onto life and work Arranger: An ability to orchestrate
Work Orientation
A need to mentally rehearse and review
Gestalt
A need to see order and accuracy
Responsibility
A need to assume personal accountability for your work
Concept
An ability to develop a framework by which to make sense of things
Performance Orientation
A need to be objective and to measure performance
Strategic Thinking
An ability to play out alternative scenarios in the future
Business Thinking
The financial application of the strategic thinking talent
Problem Solving
An ability to think things through with incomplete data
Formulation
An ability to find coherent patterns within incoherent data sets
Numerical
An affinity for numbers
Creativity
An ability to break existing configurations in favor of more effective/appealing ones
Relating Talents
Woo
A need to gain the approval of others
Empathy
An ability to identify the feelings and perspectives of others
Relator
A need to build bonds that last
Multirelator
An ability to build an extensive network of acquaintances
Interpersonal
An ability to purposely capitalize upon relationships
Individualized Perception
An awareness of and attentiveness to individual differences
Developer
A need to invest in others and to derive satisfaction in so doing
Stimulator
An ability to create enthusiasm and drama
Team
A need to build feelings of mutual support
Positivity
A need to look on the bright side
Persuasion
An ability to persuade others logically
Command
An ability to take charge
Activator
An impatience to move others to action
Courage
An ability to use emotion to overcome resistance
From First, Break All the Rules, Marcus Buckingham and Curt Coffman, Appendix C

Moreover, Messrs. Buckingham and Coffman maintain that talent cannot be taught. Instead, the staffing manager must select people who already have the required talents in order to have an organizational unit that will be capable of excellence.

So If It Can’t Be Taught, …?

Let’s turn this idea inside out. Here I am speaking not to the hiring manager, but to anyone who wants to be selected by the hiring manager. What Messrs. Buckingham and Coffman are saying is that the corporation cannot and should not own talent development in individuals. For the purposes of this discussion, let’s concede to them their point.

This means that I own the development of my talent. If talent cannot be taught, it has to be learned.

If, for example, I want to build a career in sales, I have two choices:

  1. I can take whatever package of talents I currently have out into the sales world and hope for the best;
  2. I can think about what talents I do and do not have, compare them to what excellence in sales requires, and construct and implement a self-development plan that will remediate my shortages in any talents that are essential to sales.
Consider a person who is weak in empathy; he does not relate to the perspectives and feeling of others, particularly when different from his own. In a selling situation, he will not relate to the perspectives and feelings of the prospects, which will make it difficult to overcome objections and close sales.

Using the first plan above, he might be able to be successful for a while, particularly in a good economic climate. Or he might get lucky and find a company whose product basically sells itself, like Xerox copiers in 1970. Or he might find a manager who makes a personal project out of him. But it is foolhardy to depend on any of these events, akin to the lotto retirement plan (i.e., “I play lotto and will use my future winnings as a retirement fund.”).

Using the second plan above, he has to identify the fact that he is weak in empathy and, knowing this, create and execute a plan to improve his abilities to an effective level. It won’t be easy, but it is the most probable path to a sustainable successful outcome.

The list of talents reproduced above is by no means complete, but it provides a starting point. Use it to think about what you have and what you want to do. Identify any missing talents in your own inventory and attack the problem.

Find Out More

Get the Book

first, break all the rulesFirst, Break All the Rules: What the World’s Best Managers Do Differently

Last modified Monday, 14-Jul-2014 16:38:18 EDT

All contents not otherwise identified copyright © 2001 Stephen Rojak. All rights reserved.
 
Back to  arcade