Modern Talent Design
Growth is good, but scaling is hard. And the same goes for change.
Organizations sometimes become too big for their own good. And sometimes, change is under review for so long that employees begin to distrust where things are going. A disconnect forms between the organization’s needs vs people’s needs, emotions, and good habits. The organization’s size—or uncomfortable silence about change—clouds people’s line of sight to the purpose and meaning of their work. This is a non-starter for getting people connected and excited.
Here are a few ideas to solve for growth and change in your organization.
1. Create Stories + Containers.
Leaders have a lot of information AND can often be the last to know. Both can be true at the same time. A leader’s role is to tell the story about customer needs and then create working groups or distinct “containers” to solve for them. This is different from cascaded goal setting, which assumes managers and leaders will produce the best ideas in the year ahead. Employees closer to the customer sometimes see solutions faster. By creating working groups or “containers” to focus on specific and temporary problems you can create distinct lines between them and other working groups. The idea is for small groups of people with key insights, ability, or knowledge pertaining to the problem to come together, solve a problem, and then disband.
2. Build Networks = Self-Directed Teams + The Rule of 3.
Visualize connected spokes and hubs that form a network that constantly adapts. Organizations get more done in groups of three (two is not diverse enough for problem-solving, and 4+ dilutes accountability). The types of roles in groups are key—and all roles are doers. These informal roles, if articulated, help groups create, change, or solve things.
LEAD. This person is the idea generator. They see patterns and solutions, and their questions, musings, and ideas create followers.
HUB. This person is informed and informs others about the work. They naturally connect people and ideas.
PRODUCER. This person can’t help but develop a plan, see around corners, and tell you what’s possible (or not).
3. Expect People to Be Their Own Boss.
Often managers work against people’s executive function because they get into the habit of telling people what to solve and how to solve it. So devise a way for people to make the leaders known so they can determine who they want to work for and the projects they want to work on. It’s a practice that produces good data about the most promising work and leaders in the company. Further, it trains people on how to drive their own work, growth, and career.
4. Distribute Innovation Practices Throughout the Pipeline.
Larger companies are struggling to keep fresh ideas flowing. So they create “innovation groups” or “innovation mandates” – separate from day-to-day work – to boost ideas. Instead, build renewal and innovation habits within the pipeline. Research suggests renewal practices and design thinking improve the quality and quantity of ideas that emerge from teams. Don’t four-wall these practices outside of the development process. Build them in!