Some individuals create disproportionate value because they contribute value in more than one way. These are your Talent Aces. Do you know who yours are?
I recently went to see a magician (Jackson Aces), which I thoroughly enjoyed. Somewhere between the card tricks, things disappearing and reappearing, and watching my kids experience awe and amazement, I was reminded of a few card-based analogies that highlight important talent aspects. So, I thought I would share one with you today.
This card-based analogy is about your Talent Aces.
There are 52 cards in a deck of playing cards, but not all cards are of equal value.
Four cards are of greater value: the Aces of each suit (Hearts, Diamonds, Spades and Clubs).
In many games, Aces are of greater value than other cards because they can play dual roles. Aces can be high or low. In Blackjack, an Ace can represent simultaneously either a one or an eleven. An Ace plays two roles again in Poker because you can use it as a high or low card.
Aces are useful in more situations than a card with only one fixed value. An Ace gives the player flexibility (and options).
Organisations have their Talent Aces too.
Talent Aces are talented individuals who can do more than one thing. They may wear numerous ‘hats’ simultaneously and move between roles with (perceived) ease, operate across functions, and operate within static and changing circumstances.
Talent Aces give organisations options.
Talent Aces also provide disproportionately greater value because they bring capabilities, knowledge, relationships, judgments and versatility that enable them to contribute more and contribute in ways that others cannot.
Importantly, recognising this does not require us to ignore others’ value. A Seven still has value. A Ten has value. Every card has value and a role to play. Everyone in your organisation has value.
But talent management is built on differentiating value because we seek to invest in individuals who we think (or know) are of greater importance – aka value – for strategy execution. And while being open about this aim can make some uncomfortable, our purpose is to identify where disproportionate value exists and then make deliberate, intentional, and informed talent decisions.
So, who are your Talent Aces?
Who can you use in different contexts? Who creates value across multiple areas? Who gives you options?
And then comes the action-based question – What are you doing about them?
Knowing who your Aces are is one thing. Doing something to recognise them is another, because your talent systems should be capable of ‘seeing’ their value, and your talent decisions should reflect their greater value.
Sharna Wiblen 