Quotes & Sayings About Talent Management

Spend the most time with your best people ... Talent is the multiplier. THe more energy and attention you invest in it, the greater the yield. The time you spend with your best is, quite simply, your most productive time ... Persistence directed primarily toward your non-talents is self-destructive ... You will reprimand yourself, berate yourself, and put yourself through all manner of contortions in an attempt to achieve the impossible. — Marcus Buckingham

I built stages and I did stage management - I think I built the sets twice, I happened to be good with a drill, which is a talent I didn't know I had. — Gwendoline Christie

The relationship between talent and management is uneasy, at best. — Jessica Savitch

Passion is a strong emotion and the enthusiasm to do something. — Pearl Zhu

Talent is the multiplier. The more energy and attention you invest in it, the greater the yield. The time you spend with your best is, quite simply, your most productive time. — Marcus Buckingham

Every person is unique, put the right people with the right capability to the right position to solve the right problems. — Pearl Zhu

Golf is 20 percent talent and 80 percent management. — Ben Hogan

The nutshell version is that you need to think about the employee mindsets, behaviors, knowledge, and expertise that are potentially linked to the performance outcomes of interest. — Pearl Zhu

Study the lives of highly successful people from any corner of life, across history, in any environment, and you will discover they share one trait: They keep moving forward. Sometimes slowly. Often with great difficulty. Frequently after painful mistakes, defeats, or failures. Success is less about talent and opportunities, and more about commitment and motivation. — Joe Jordan

It is difficult to have a highly competitive organization without highly competitive talent. — Pearl Zhu

Unprofessionalism damages the business reputation and tarnishes the trust of society. — Pearl Zhu

Auto repair, piloting, skiing, perhaps even management: these are skills that yield to application, hard work, and native talent. But forecasting an uncertain future and deciding the best course of action in the face of that future are much less likely to do so. And much of what we've seen so far suggests that a large group of diverse individuals will come up with better and more robust forecasts and make more intelligent decisions than even the most skilled "decision maker." — James Surowiecki

No talent in management is worth more than the ability to master facts-not just any facts, but the ones that provide the best answers. — Robert Heller

Bob Iger, Disney's chief operating officer, had to step in and do damage control. He was as sensible and solid as those around him were volatile. His background was in television; he had been president of the ABC network, which was acquired in 1996 by Disney. His reputation was as an corporate suit, and he excelled at deft management, but he also had a sharp eye for talent, a good-humored ability to understand people, and a quiet flair that he was secure enough to keep muted. Unlike Eisner and Jobs, he had a disciplined calm, which helped him deal with large egos. " Steve did some grandstanding by announcing that he was ending talks with us," Iger later recalled. " We went into crisis mode and I developed some talking points to settle things down. — Walter Isaacson

One of the most influential aspects of people's psychology is how they perceive the world around them and how they relate to it. — Pearl Zhu

Forcing your employees to follow required steps only prevents customer dissatisfaction. If your goal is truly to satisfy, to create advocates, then the step-by-step approach alone cannot get you there. Instead, you must select employees who have the talent to listen and to teach, and then you must focus them toward simple emotional outcomes like partnership and advice.
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Identify a person's strenths. Define outcomes that play to those strengths. Find a way to count, rate or rank those outcomes. And then let the person run. — Marcus Buckingham

Measure thinker performance and doer performance differently but objectively. — Pearl Zhu

There is a need to evaluate the performance of employees in a more objective and continuous way. — Pearl Zhu

The "self-driven" talent performance management is pursuing the digital way to run a purpose-driven organization. — Pearl Zhu

The common feature of most of the successful people is, their talent is flexible to suit the needs of time. — Rajasaraswathii

The digital Board will help set the principles to innovate talent management and embrace digital fitness. — Pearl Zhu

An individual's agility is a fundamental digital capability block through which she or he can build more advanced professional capabilities and better fit in the digital dynamic we live in. — Pearl Zhu

The right people have the right mindsets, they are high-positive, high-innovative, high-influential and high-mature. — Pearl Zhu

...[I]t doesn't take an advanced degree to figure out that this education talk is less a strategy for mitigating inequality than it is a way of rationalizing it. To attribute economic results to school years finished and SAT scores achieved is to remove matters from the realm of, well, economics and to relocate them to the provinces of personal striving and individual intelligence. From this perspective, wages aren't what they are because one party (management) has a certain amount of power over the other (workers); wages are like that because the god of the market, being surpassingly fair, rewards those who show talent and gumption. Good people are those who get a gold star from their teacher in elementary school, a fat acceptance letter from a good college, and a good life when they graduate. All because they are the best. Those who don't pay attention in high school get to spend their days picking up discarded cans by the side of the road. Both outcomes are our own doing. — Thomas Frank

A problem-solving mind focuses on keeping the end in mind, to solve PROBLEMS in optimal ways. — Pearl Zhu

There are two differing approaches and they have different virtues, the method of talent management and recruitment. — John Gibbons

The Rock and Roll Hall of Fame traditionally has had a management style that is very supportive of American talent, first and foremost, over everything else. And I think that's right and proper. — Ian Anderson

Intuition matters but, pay more attention to the unconscious bias. — Pearl Zhu

A baseball manager recognizes a nonphysical talent, hustle, as an essential gift of great players and great teams. It is the characteristic of running faster than necessary, moving sooner than necessary, trying harder than necessary. It is essential for great programming teams, too. — Frederick P. Brooks Jr.

The employment equation used to be built on a foundation of two-way loyalty. The world has changed. Today, successful employment relationships can only be sustained on a foundation of two-way honesty — Gyan Nagpal

Create and nurture an environment in your organization where curiosity is encouraged, and creative thinking is rewarded. — Pearl Zhu

Some might debate whether people are born with talent, or whether it is developed. Toyota's stand is clear - give us the seeds of talent and we will plant them, tend the soil, water and nurture the seedlings, and eventually harvest the fruits of our labor... Of course the wise farmer selects only the best seeds, but even with careful selection there is no guarantee that the seeds will grow, or that the fruits they yield will be sweet, and yet the effort must be made because it provides the best chance of developing a strong crop. — Jeffrey K. Liker

At its best, management theory is part of the democratic promise of America. It aims to replace the despotism of the old bosses with the rule of scientific law. It offers economic power to all who have the talent and energy to attain it. — Matthew Stewart

The Four Keys of Great Managers:
1. "When selecting someone, they select for talent ... not simply experience, intelligence or determination."
2. "When setting expectations, they define the right outcomes ... not the right steps."
3. "When motivating someone, they focus on strengths ... not on weaknesses."
4. "When developing someone, they help him find the right fit ... not simply the next rung on the ladder. — Marcus Buckingham

Ingenuity is the ability to solve difficult problems, often in an original and creative way. — Pearl Zhu