Conventional Wisdom on Talent Mgt

For most roles, conventional wisdom advises managers to select for experience, for intelligence, or for determination. Talent, if mentioned at all, is an afterthought. Conventional wisdom says:

  • Experience makes the difference.” Managers who place a special emphasis on experience pay closest attention to a candidate’s work history. They pore over each person’s resume, rating the companies who employed him and the kind of work he performed. They see his past as a window to his future.
  • Brainpower makes the difference.” These managers put their faith in raw intelligence. They say that as long as you are smart, most roles can be “figured out.” Smart people simply “figure it out” better than the rest. When selecting people, they tend to favor articulate applicants blessed with high-powered academic records.
  • Willpower makes the difference.” This is the “Success is 10 percent inspiration, 90 percent perspiration” school of thought. Managers from this school believe that the technical part of most roles can be taught, whereas the desire to achieve, to persist in the face of obstacles, cannot. When selecting people, they look for past evidence of grit.

As far as it goes, great managers would agree with all of this advice – experience can teach valuable lessons; intelligence is a boon; and willpower – which great manages actually label a talent – is almost impossible to teach. But conventional wisdom stops there. It fails to take into account that there are so many other kinds of talents and that the right talents, more than experience, more than brainpower, and more than willpower alone, are the pre-requisites for excellence in all roles – talents such as a waiter’s ability to form opinions, empathy in nurses, assertiveness in salespeople, or, in managers, the ability to individualize. Conventional wisdom assumes either that these behaviours can be trained after the person has been hired or that these characteristics are relatively unimportant to performance on the job.

Both assumptions are false. First, you cannot teach talent. You cannot teach someone to form strong opinions, to feel the emotions of others, to revel in confrontation, or to pick up on the subtle differences in how best to manage each person. You have to select for talents like these.

Second, talents like these prove to be the driving force behind an individual’s job performance. It’s not that experience, brainpower, and willpower are unimportant. It’s just that an employee’s full complement of talents – what drives her, how she thinks, how she builds relationships – is more important.

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A new OTA Disruptor?

Airbnb is teaching people how to shop for lodging and what services to expect in a democratized environment that creates comfort with a very uncomfortable concept (sleeping in a stranger’s home).  Adding traditional hotel inventory into this process will be simple and is a logical extension of their service offering just as Amazon was able to extend their offering to more and more adjacent categories in rapid fashion over their 20 year history.

It is no longer a question of whether hotel rooms will be sold on this new channel – it is a question of who will be first.  Independent hotels, seeking more affordable sources of demand and alternatives to high-cost, low-margin OTAs, will begin testing the channel within the next few months.  Smaller chains should follow soon after.  It is predicted that within 18 months, one of the major chains will announce a partnership that includes listing significant inventory for sale on the site. While this will not drive any new long-term share gains for hotels, the first movers will be able to capitalize on travelers who are intrigued by what they’ve heard about the core Airbnb service but simply can’t pull the trigger – fleeing to the safety of the tried and true bed-bath-TV combo of a traditional hotel room.

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4 keys of Talent Management

The four keys of talent management

  • Select for Talent
  • Define the right Outcomes
  • Focus on strengths
  • Find the right fit

 Conventional wisdom encourages you to

  • Select a person … based on his experience, intelligence, and determination.
  • Set expectations … by defining the right steps.
  • Motivate the person … by helping him identify and overcome his weaknesses.
  • Develop the person … by helping him learn and get promoted.

 However, the revolutionary insight common to great managers is

  • When selecting someone, they select for talent … not simply experience, intelligence, or determination.
  • When setting expectations, they define the right outcomes … not the right steps.
  • When motivating someone, they focus on strengths … not on weaknesses
  • When developing someone, they help him find the right fit … not simply the next rung on the ladder.

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Snacking obliterating Dining?

We seem to be moving from three meals a day to none! Snacks are obliterating meals. It’s not just Millennials or dashboard diners as growing numbers of people snack four or five times daily. Snacking increased 47% from 2010 to 2014 in the U.S. of A. Restaurateurs (and hotels with minibars and minimarkets) should prowl supermarket aisles. They’ll find that the ground is shifting away from sweet to savory, and from high-carb, to nutrient dense high-protein indulgent snacks – evidence that sugar is this year’s culinary Satan. Even when sweeteners are involved, they’re often combined with spicy such as chili-spiked honey.

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Root to Stem Dining

We’ve reached a tipping point for vegetables. They’re pushing animal protein to the side of the plate, or entirely off it. Relentlessly rising beef prices, horror over hormones, a scramble for ever-more antioxidants, health-and-diet concerns, growth of farmers markets, locavore drummers, increasing numbers of flexitarians – all the stars have nicely aligned. It helps that vegetables are more seasonal than animals, adding menu excitement for restaurants recognizing that buying seasonally reduces food costs and keeps menus fresh. Say hello to “Root to Stem” dining, a logical extension of the nose-to-tail movement with restaurants serving vegetables trimmings otherwise heading for the trash. Say hello to “Vegetable Forward” restaurants with increasing numbers of chefs deploying flesh as a condiment, not as the main act on the plate.

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