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Talent Leadership + Talent Management

"The manager focuses on systems and structure; the leader focuses on people"

Warren Bennis, Author, "On Becoming a Leader" 2009

It's not quite as simple as this statement. It's a balance. Every management position that has people as direct reports must have both, managing and leading talents. If your organization has someone who is just a "manager", without leadership talents, and they are in a position responsible for direct people reports, then they are in the wrong position. If their managing talents are that strong, put them in a support function, a center of excellence position, .

talegence has both; it's a Talent Management system and a Talent Leadership system.

 “We are entering the Human Age (moving from Stone, Iron, Bronze…)... Human talent (or Human Capital) has become    a    leading business capital.”

Jeffrey A. Joerres, CEO Manpower Inc.

2011 World Economic Forum Annual Meeting in Davos, Switzerland

People Leadership is increasingly important as the competition for talent increases globally; it impacts the ability to achieve optimum performance and to acquire and retain talent. Leadership is about creating and maintaining a work culture that people find interesting, exciting, challenging, stimulating, and of value to them and to the customers (direct and indirect). It's about people leadership practices such as:

Communications Competencies; listening to and conveying with words and your actions

The ongoing earning of Trust

Aligning and Engaging people day-in and day-out

Recognition and Rewards aligned with outcomes and behaviors that are aligned with expectations

 talegence aids in the facilitation of people leadership; Talent Leadership. It provides numerous venues for leadership practices.

Align: "Cascading of Plans" - how their job and non-job specific roles align with the organizations, from the corporate office down through the division's, the department's...the work unit's to the individual's. In addition, align the individual with the ongoing changes in talent needs; for current job, for other jobs, and for non-job specific internal certifications.

Engage: Engaging people's expertise demonstrates trust and respect. Just a few of the ways talegence facilitates this are:

Self talent verification

Self Search of Talent Verifiers for Newly Developed Talents

Recommending Talents Needed for Job

Identify Self Development Opportunities that are Aligned with Organizational Needs


Internal Certifications

Identify Own Career Plan

Identify/Design Learning Maps for Self Development

Forums/Discussion Rooms - Social Collaboration

"What If Mind Drills" Participation

Self Performance Assessments

As SME's, Mentors & Coaches, and Other Certifications

Transparency of Information: Talent Architecture, Succession Trends, Learning Maps, Performance Expectations, Actual Performance Assessments

Recognition & Rewards:

Recognition: select for special assignments, temporary instructional roles, "Lessons Learned" teams, Centers of Excellence, and talent verifier roles; identify them as SME's (e.g. for JPA's); utilize their TM system recommendations...

Rewards: select for jobs, pay for performance, certifications, and for talent growth that is aligned with organizational...

Research by Blessing White reported that in the average organization 29% of the employees are fully engaged, 52% are partially engaged, and 19% are disengaged. It further identified that fully engaged employees are 24% more productive, five times less likely to leave, and their attendance is 27% better than partially engaged employees.

Note: When addressing employee turnover, most often organizations are speaking of when an employee leaves an organization to go elsewhere. We have found another form of turnover, virtual turnover, which is synonymous with disengaged. The motivation and commitment to perform have left, but the body stayed. The percentage of employees in this position is greater in organizations which seem to lack performance incentives at all levels, including management.

Employee engagement is directly proportional to Leadership practices: aligning employees through communications and leadership modeling; objectively and accurately identifying talent; developing talent; performance measurement and feedback; rewarding/valuing talent; engaging talent in every aspect of business from talent selection to process improvements; and on and on.

Achieving results is a balanced blend of management and leadership strategies and tactics. Leadership sets the tone; dramatically impacts the mindset of all, which impacts performance which impacts production and lowers the turnover of talented fully and partially engaged employees.

 When organizations speak of leaders they speak of a variety of leadership categories: visionary leaders, leaders in their fields of practice, innovation or thought leaders, leading the way in achievements, and leaders of people. Few leaders encompass all of the aforementioned characteristics. It’s time for organizations to recognize the different competencies that make up the different leaders.

It’s time for organizations to focus on leaders of people. It’s time for another change in the world of Talent Management. It’s time for Talent Leadership and talegence is leading the way!

Design Values

Extraordinary Results


Everyday People