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Part 4: power shifts > attracting gen e

Chapter 29. attracting gen e

For all the shortages and perceived lack of talent, some simple truths are at work. First, talented gen e executives are likely to be lured to companies that have a reputation for successfully developing people. Talent attracts talent and gen e attracts gen e. This means that the gap between the haves and have-nots — companies with a track record of developing and retaining talented managers versus those whose reputation in this area is less impressive — is likely to widen. While some companies are already dealing from a shrinking executive deck, others are likely to continue to turn up executive trumps.

According to Chip R. Bell, senior partner at Performance Research Associates based in its Dallas office, talent shortages will not be a problem for trailblazing companies, but will add to the woes of their less dynamic brethren. "Among the winning organizations — like Sun Microsystems, Dell, Amazon.com, Southwest Airlines — there will be plenty of talent. But too many organizations value control over creativity, incremental improvement rather than breakthroughs," says Bell. At a time when there is a premium on creativity and the ability to lead and manage major changes, an emphasis on control is unlikely to nurture executives with the right skills for the future. The key word is not top or executive; the key word is talent, Bell adds. "Too many organizations are managed (not led) by administrative babysitters who lack the courage to be bold, the imagination to be innovative and the compassion to focus on culture. True effective talent focuses on creating a learning organization to keep associates sharp, adaptive and multitalented."[]


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