No matter what form a talent development program takes, a commitment from the top is essential.
“Buy-in from leadership is key; it’s a mistake to not be fully committed to the process,” said Todd Linsky, principal and owner of Todd Linsky Consulting in Bakersfield, CA.
“You have to step back and say, ‘this is important,’” said Mike Chirveno, founder of ClearVision Consulting in Kansas City, MO.
Leaders should be committed to their workers and helping them realize their goals, both personal and professional.
Longevity and scope are factors in success as well.
“You won’t get much out of any program that is limited in scope, without mentoring or active continuing education to follow it up,” said Barry Bedwell, president of the California Agricultural Leadership Foundation in Salinas, CA.
“The biggest mistake I see is companies get excited and make big plans, but they don’t dedicate the resources to keeping the program alive and flourishing,” said Wendy McManus, leadership coach with Connect 2 Potential, based in Orlando, FL.
“I’ve heard too many tales of well-intentioned programs that fizzled, leaving the team feeling even more disconnected than before the program started. If you start something, dedicate the resources to keeping it going.”
While there is no single right way to launch, implement, and maintain a talent development program, experts all agree having some sort of effective program is key.
“Start by thinking more creatively and strategically about succession, mentorship, and training,” said Rex Lawrence, president of online job center and executive search firm Joe Produce in Granite Bay, CA.
Linsky puts it a different way: “If you’re not investing inside of your walls, over time those walls will crumble.”
This is an excerpt from the most recent Produce Blueprints quarterly journal. Click here to read the full version.
