Finding the Hidden Talent in Your Employees

As leaders, we hire and manage people to the tune of job descriptions and organizational objectives. Are they a fit? Do they have the right skills? Are they getting the job done? And in most cases our employees are tailoring their talent and behaviors to the same tunes, as dictated by the environment, necessity, survival. 

So when a new project or product or other internal opportunity comes along that requires skills outside those observed and documented on your team, what do you do? Probably what’s easiest – go out and find someone with the specific skills. 
But here’s the thing.  There could be someone on your team who has an underlying skill or quality that maps to the new opportunity. It could be a hidden talent that has lain dormant because their current role doesn’t require it. Making an effort to get to know your employees and to understand their capabilities and motivators beyond what’s currently required of them can significantly enhance your overall talent strategy.

In one-on-one meetings with your employees, and certainly as part of the performance review discussion, ask questions beyond the typical status updates and encourage employees to share their ambitions and motivators. Here are three sample questions to start with.

1.       What is one dream or ambition from your childhood or young adulthood that still sticks in your mind? What keeps it there?

2.       What do you like best, and what do you like least about your current role?

3.       If you could add one new element to your job, what would that be?

Your employees will be pleasantly surprised and pleased when you take the time to listen to their ambitions. And you may discover a treasure trove of talent you didn’t know you had. It’s a win win.

Want to learn more about how to discover the hidden qualities of your team and yourself?  Please contact me, Rebecca Bales, at RebeccaBales@luminalearning.com.

Lead on,

Rebecca

5 Tips for Leading Cross-Functional Teams

A cross-functional team approach can provide a significant advantage in project and product development by bringing together and leveraging diverse ideas, expertise and perspectives.  A cross-functional team is defined as a group of people with different expertise working toward a common goal. The team may include representatives from finance, marketing, operations, human resources and may even have members from outside the organization such as customers, suppliers or consultants.

While these teams can improve outcomes, they are not without their challenges. Especially for the cross-functional team leader.  If you are leading a cross-functional team, here are 5 tips to help you guide your team toward true collaboration and success.

1.       Recognize and value diversity. Each functional area brings to the team their own ideas, perspectives and ways of doing things.  Set the stage for collaboration versus conflict by creating a forum during one of the first meetings where each group describes their function and specific role on the project.

2.       Set clear goals and objectives. This is essential for any team, but especially so for cross-functional teams whose members often have competing responsibilities in their respective departments.  If possible, work with the functional managers to make the success of the cross-functional project one of their departmental goals. This alignment provides more motivation for the members and increases the likelihood of success. 

3.       Clarify expectations.  Make clear to each team member and their functional manager how much time they need to spend on the project relative to their departmental work. Be sure that each member of the team understands their role and that the team as a whole understands expectations around performance, and around processes such as conflict resolution, decision making, etc.

4.       Foster an open dialogue.  Encourage open, honest feedback and communication among team members.  Set the example for these dialogues by communicating frequently and openly with the team and with individual team members. Use open-ended questions to stimulate discussion and uncover and address any issues or concerns. Encourage team members to focus on the issue and solutions rather than pointing fingers at each other.  

5.       Provide the appropriate resources and support.  Ensure that you have – and maintain – the full support of management, and that the cross-functional project is seen as a priority. Report progress, issues and solutions on a regular basis to both your leadership and the various functional managers.

Leading a cross-functional team requires understanding your own leadership style, and adapting that style to the needs of the individuals and functions on the team.  Developing this ability will contribute not only to your success, but to the success of your team and the organization as a whole.

Lead on,

Rebecca