Unlocking Organisational Talent

Seeing People as the Key to Peak Performance

The need to improve performance by exploiting technology remains a key issue for organisations; and there is also a continuing need to simplify and improve management structures, systems and processes. However, sustainable competitive advantage demands that organisations unlock the full talents of staff and ensure that these are applied in support of the organisation's goals.

This requires a different perception of people - seeing them as the key to world-class performance rather than a barrier to its achievement. This enlarged perspective needs to be reflected in language, leadership behaviours and 'workstyle' that harness people's energy, enthusiasm and expertise; that encourage initiative, ideas and innovation; and that enable people to adapt quickly and effectively to the demands of a complex and rapidly changing world.

Not Empowerment Again!

The idea of "empowerment" has been distorted and devalued by its overuse - and frequent misuse - in consultancy and management circles. At its heart, though, whether we choose to use the word or not, empowerment recognises that there is a vast reservoir of talent locked away in organisations that is not being capitalised upon. Too often, failure to tap into this potential stems from managers' low expectations of their staff's ability and willingness to contribute their time and talents to the full.

The first requirement, then, is for organisations to escape from the vicious circle of low expectations, tight control and alienation, which can so easily disfigure their approach to people management. A new workstyle and language are required, which create a virtuous circle of high expectations, self-control, commitment and contribution. Achieving this shift in perception provides one of the greatest challenges to traditional management practice. Its aim, though, is not to create 'super' men and women but rather (in Drucker's terms) to enable ordinary people to perform extraordinarily well.