In our continued work with organisations on systemic talent management strategy, we frequently find that – consciously or unconsciously – it is the mindset of the leaders and the HR team that determines what is possible and over what period.
Some of the blockers relate to the process of change itself – for example, the implicit assumption that attitudinal and behavioural change is something that needs to happen at operational levels, rather than in the leadership team itself.
In this article we illustrate some of the differences we have observed between a traditional, linear mindset about talent and succession and a systemic mindset.
You can use this information to assess prevailing mindsets in your organisation by asking a sample of senior managers and HR people to score on a seven-point scale a) their own beliefs and b) what they consider to be the prevailing mindset in the organisation.
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