Posts

managerToday, most managers accept the idea that it is their duty to develop their collaborators. This means, among others:
– spotting High Potentials and help them designing a path to reach their optimum,
– pushing the ‘Good-In-Job’ so they deliver at peak level and training them so they can take on more responsibilities,
– giving the ‘Overqualified’ some tutoring and training duties, making them represent their unit in cross-departments projects: finding for them ways to still progress, while they wait for the next opportunity at the right level.

In real life, though, very few manage to do so.
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TalentsI first titled this post ‘Is it possible to keep the talents in your company?’
But there is no real point there:

  1. They will ultimately leave anyway.
  2. It is not good to want them to stay with you forever.

So what? Should we even bother and care? Of course we should, with a lucid and realistic mind.
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futureI very often ask during interviews: “If you had the chance to decide of it, what would you be doing in 5 years from now?” Or something very similar aimed at the not-so-near future.
It’s not because I lack imagination and I so much love classic ‘naïve’ interview questions.
I’m not asking you to predict the future. And I certainly won’t seek you out 5 years from now to see whether you followed your plan.
But your answer will tell me a lot about you.

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