Toyota worries that automation means it has too many average workers and not enough craftsmen and masters. But if you increase Talent and decrease Labour, what else needs to change? Pretty well the entire management/leadership system and particularly ‘human resource’ management.
Managing Talent requires open leadership.
The leader is no longer able to control
Employees control, customers control
The leader creates the conditions for others to control
Connected leadership is not always found in the official hierarchy.
What we need to see and encourage is natural ‘leaders without authority’. These are the influencers and ‘can do’ staff who can influence others through their powers of persuasion, rather than through the power of position. They are able to successfully negotiate outcomes through co-operation and collaboration.
—Leading from the Bottom
Managing entrepreneurial-minded individuals is not that same as managing jobs and competencies.
Even employees who are employed in large corporations are encouraged to be “intrapreneurs,” meaning that they are in many cases given company time to come up with disruptive ways of thinking about corporate organization and practices. —Entrepreneur 3 Sep 2013
Everyone is a leader in an organization based on human Talent.
In a networked, connected world, the skills of playing nicely together in the sandbox – horizontal leadership – cannot be squandered on an elite “high-potential” group; they have to be broadly taught. The concept of leadership development needs democratizing.
—The New Leadership is Horizontal
Finally, Talent is mobile and can leave.
More than 30% believe they’ll be working someplace else inside of 12 months.
More than 40% don’t respect the person they report to.
More than 50% say they have different values than their employer.
More than 60% don’t feel their career goals are aligned with the plans their employers have for them.
More than 70% don’t feel appreciated or valued by their employer.”
Managing Talent is not the same as managing Labour