My updated version of a previously very popular article about talent, talent management and why companies should rather look for potential, engagement and willpower instead of purely focusing on pure talent.
“Learning by doing” can be a very powerful way of learning.
Leadership in IT departments does not have the luxury of time for such an approach. IT leaders of today need to be capable of a multitude of skills, from IT knowledge to influencing board members, from finding the right people to keeping existing legacy systems running.
Our unique signature program “IMPACTFUL LEADERSHIP FOR IT EXECUTIVES” for IT departments fills the gap of current leadership development approaches.
It’s 100% tailor made for the needs of IT departments, based on 15 years of experience in the IT industry with an outstanding track record regarding its positive impact on the leader and his people.
One of my very successful clients, a self-made man with several companies & hundreds of employees before he turned 40, is aware of the fact, that he might be successful not only because he is good, but despite behavior that might be destructive.
Therefore he gave me green light for a project called “Start – Stop – Continue” where I am going to talk to all of his executives, managing directors and direct reports including assistants to identify, what they see as necessary to prepare the companies for the future.
He expressed his concerns, that
he might be the limiting factor for talents, because of his personality
he might feel challenged by potential successors (since his dream is to step back and become an advisor instead of running the business) and fight with them instead of fostering the potential
he destroys the creativity of his teams with his analytical and rhetorical skills
This is a true leader – he identifies a potential threat to his business (= himself) and takes action!