Managing Talented People

Alan Robertson , Graham Abbey

Editura: Momentum
Highly talented people have very different values and motivation from the majority of people. More is expected of them and they expect more in return. They are often high-impact but high-maintenance too. They think differently (and faster). They get bored more readily. They need different kinds of challenges. They can deal with more complexity but are more complex in themselves. They get frustrated more readily and express themselves readily. They are a different kind of person - and they need a different kind of management. The manager of a talented team needs to learn quickly how to spot and respond to talent, how to encourage it to grow, whilst gently directing its course. The manager of talent needs to be able to cope with the fact that certain members of the team may be in some respects brighter and more able than they are - and they need to be comfortable about that. The manager of a talented team needs to completely understand what role they play in the team's success and communicate that subtly but effectively. The manager must be respected and be the person that the talented individual is happy to be led by. This is the book that explores what talent is, how to recognise it and how to deal with it on a day-by-day basis. "It is an easy-to-read text, written in a conversational style, refreshingly free from jargon and pomposity. Any managers who want to get the best from whatever talent exists in their teams would do well to read it." People Management"Managing Talented People is worth a read. It explores important issues directly affecting the creative industry. .. Its structure is very easy to dip into - with clear headings, bullet-points and quotes - and has an easy-going style." Design Week
  • Limba : Engleza
  • Cuprins :

    Provisional Contents

    1. What has been happening to our organisations recently?
    2. What impact is this having on people?
    3. How do you manage these people?
    4. How does having talented people change a manager's role?
    5. What does this all mean for you?

    1. What has been happening to our organisations recently?
    What are the macro forces at play?
    Why is managing talented people such an issue now?

    2. What impact is this having on people?
    Proposition: if the talent wars are raging, we'd better be clear about what we are fighting for. Better recognise talent when we've got it in our teams and better make sure we manage it so we don't lose it.

    What do we mean by talented?
    Proposition: there is something that makes non-conformity or independent-mindedness an essential ingredient in our contemporary definition of talent.

    Proposition: defining talent simply as above average performance doesn't get us very far.

    • By whose definition?
      Diff
    • Data Publicarii : 2003
    • Editie : 1
    • Format : Paperback
    • Numar pagini : 224
    • ISBN : 9781843040248
    Rating:
    123.99 Lei
    Disponibilitate : 3-5 saptamani

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