Identifying (and Developing) Top Talent

Great post by Seth Green of Social Edge, called Identifying (and Developing) Top Talent.

Seth's site talks about social entrepreneurship, a movement or concept that I think has a lot to say to leaders in all realms, not just social justice. Specifically his question about Fortune 500 CEOs struck a chord, given my work with them:

"Is there something that the private sector can learn from the personalized nature of evaluating social entrepreneurs? Should more Fortune 500 CEOs be judged on their sincerity and passion?"

Seth asks what competencies we would use to evaluate leaders, and how we would measure success or failure with these competencies. I am a non-profit lifer turned corporate leadership consultant, and I work a lot with corporate leaders to develop an awareness of their "inner social entrepreneur". A lot of times, the traits are innate: having authenticity and integrity, being comfortable with risk and challenging the dominant paradigm, and leading with an entrepreneurial quality. These characteristics, whether innate or learned with help, I believe are necessary for the leaders of the future in these companies, especially as the companies themselves struggle to become more transparent about their business practices. It also pushes companies to become more responsible corporate citizens. They are getting on board, slowly in some cases, but the movement is afoot.

What's compelling much of the activity I describe is of course Generation Y incoming talent, and its demands on the corporate world for the same characteristics ... integrity, responsibility, an inspirational place to work, and an openness to the contributions of talent at all levels, regardless of age, tenure, or experience. My hope is that the massive numbers of young people with different values than the dominant corporate paradigm will keep demanding a different relationship with their employer, and their leaders, and that this will result in a redefinition of how leadership has been defined (top-down, father knows best, homogenous/non-multi-cultural, etc.).

Taking it to the next level.

I am so excited for the first batch of our branding materials to come through! We are getting ready for the Out & Equal Conference in Austin Texas, and we just got these brochures and new business cards from the design firm. Just a little sneek peak of what's to come for Jennifer Brown Consulting!

Diversity Means Nothing Like You Think It Does

It's always fascinating to tune in to a Gen Y wrestling with how his generation, and the older generations, deal with the question of diversity as it exists today: Has Gen-Y transcended race? by G'Ra Asim on The Daily Voice (Black America's Daily News Source).



This writer himself, demographically and educationally for example, embodies the contradictions so common among Gen Ys, when it comes to identity. As they enter the workforce in droves (they are a huge generation, compared to Generation X, and there are massive numbers of jobs that need to be filled over the next 10 years), my prediction is that companies will try, and fail, to integrate them into their Diversity Programs. They will fail to make this happen for the simple reason that diversity doesn't mean to Generation Y what it means to so many of us that built these "diversity" programs and initiatives in corporate America.

One of the managers in a recent session I facilitated brought up the example that the feedback from their company's firm-wide diversity training was decidedly mixed, from the younger demographic of participants. He shared that one young person asked "why do I have to learn how to work with my friend who's black?" Looking at the baggage that Baby Boomers carry around about race, and the desire to "fix it" through corporate diversity initiatives, you can see where the disconnect starts to occur, between the old guard and Generation Y: young people who've never known anything BUT a multi-cultural, multi-faceted environment.

A big open question for me is this: Is the answer to scrap all legacy diversity programs, because they don't resonate with incoming employees who will someday grow into the company's manager's and leaders? Is our "work" really done on the legacy issues of gender and race parity, especially at the senior level of companies, and in certain industries? And, finally, demographically speaking, do companies have a choice in the matter?