dr carl robinson

The Currency of Success - Interpersonal Intelligence™


Blind Spots Ahead and Does Your Talent Development Program Measure Up?

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Does Your Talent Development Program Measure up?

According to a recent Harvard Business Review study, fully one quarter of the highest-potential people in your company intend to jump ship within the year. So what can you do to ensure that your rising stars don’t take off as soon as new opportunities begin to surface on the career horizon?

Here the core components of a successful program for fostering emerging talent:

1. Manage emerging talent as an organizational asset. If this group has managed to keep the organization afloat during lean times, recognize them in whatever way you can, and when possible, by offering a differentiated salary structure.

2. Give them clear challenges that are well-matched to their abilities. Consciously place young leaders in situations that test their mettle and give them the rewards that take them to their skills and confidence to the next level.

3. Create individual development plans. Everyone likes to be recognized, and an individual development plan is the next best thing to a differentiated salary level. Providing both may be just what you need to win the loyalty of the most talented and competent employees, before they disengage and start to surf for other opportunities.

4. Convey strategy and information personally. Holding one-on-one meetings to convey organizational strategy to these leaders communicates that they are on the “inside” track. This is an easy way to show them that you recognize them as separate from other employees.

Finally, here is the most compelling reason to integrate a successful training program: All employees work harder in a place where good things happen to those who deserve them. –So in essence, a solid development program for emerging leaders boosts employee engagement across the board. How can you go wrong?

Action Steps
Business Consulting & Executive Coaching

Warning: Blind Spot Ahead!

We all have aspirations and goals that occupy our personal lives; they typically come complete with barriers and challenges to achieving them, right? Of course we all are confronted with complex problems to solve every day, but the true barrier we all face is our own blind spots; the things we do consciously or subconsciously that negatively influence how other people feel about us.

These may be tragic flaws or simply nagging personality traits that are diminishing our possibility for success. While you may not notice your own blind spots, everybody else around you probably does. Here are a few of the most common blind spots:

Misused Strengths You may be a strong strategist. Maybe you are a great listener. Regardless of what your core strength may be, don’t rely solely on that strength.

Hanging on to Old Habits Our behavior and communication patterns become fixed. Consider some of the ways you typically act and think, and how you may be able to ‘recast” yourself in order to be more effective.

Inability to Handle Stress Think fast–What is your first reaction when something stressful happens? Are you able to turn on a dime and handle it with aplomb? Even your non-verbal cues can express volumes, and set the tone for the department, team or organization

Failing to Communicate There are many ways our communication breaks down. Do you shut down when faced with conflict? How about becoming passive aggressive or focusing conversations on the problem itself rather than a positive solution?

Given the prevalence of blind spots, why wait until yours get in the way of your success? The great news is that just like emotional intelligence, blind spots can be worked on and improved. Once you recognize them, they will begin to fade away. Click on the Action Steps below to get started.

Action Steps
Business Consulting & Executive Coaching

Situation Room: A Disappointing Promotion

Gary is the Associate Vice President in charge of training for a large financial company. He has been fostering the skills of Sharon, a talented junior executive, and even vouched for her when the president asked for his advice as to which person would be a good fit for a new executive position that the company is creating.

The new position is focused on succession performance and employee development; two areas that Sharon has expertise in. With Gary’s input, the president appointed her to the position.

Unfortunately, her performance has been disappointing. The president is disappointed in Sharon’s performance; worse yet, he is beginning to doubt Gary’s judgment.

How do you think should Gary proceed? Send in your solution!

I’ll reward you with a complimentary leadership assessment if you provide a solution!

Featured Tool

50 Activities for Developing Leaders
This unique volume offers ready-to-use, proven activities to introduce and develop key skills in leadership training. Each activity includes clear objectives, detailed instruction on how to run the activity, and reproducible participant materials.

Activities Cover

  • Leadership theories
  • Team building
  • Values and beliefs
  • Visionary leadership
  • Recognition and rewards
  • Change and risk taking
  • Professional development
  • Mentoring


Learn More!

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