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…no matter what your business, the only way to generate enduring profits is to begin by building the kind of work environment that attracts, focuses and keeps talented employees. – James Heskett, W. Earl Sasser, and Leonard Schlesinger
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17 |
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The manager role is to reach inside each employee and release his unique talents into performance.
|
57 |
 |
You must know the difference between talent, skills and knowledge. You must know which of these can be taught and which can only be hired in.
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59 |
 |
Great managers… define a talent as a ‘recurring pattern of thought, feeling or behavior that can be productively applied.’
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73 |
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Any recurring patterns of behavior that can be productively applied are talents. The key to excellent performance… is finding the match between your talents and your role.
|
73 |
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While experience, brainpower and willpower all affect performance significantly, only the presence of the right talents… can account for the range of performance.
|
76 |
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The power of skills and knowledge is that they are transferable from one person to another… In contrast, the power of talent is that it is transferable from situation to situation.
|
92 |
 |
Competencies are part skills, part knowledge, and part talent. They lump together, haphazardly, some characteristics that can be taught with others that cannot.
|
93 |
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There is nothing particularly special about talents. If talents are simply recurring patterns of thought, feeling or behavior, then talents are actually commonplace.
|
99 |
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…talent alone isn’t special. It is the matching of the talent with the role.
|
100 |
