LEADERS ARE TOO FAR UPSTREAM TO EFFECT CHANGE—TALENT MANAGEMENT MUST BE FOCUSED DOWNSTREAM ON MANAGERS

Who hasn’t been the recipient of the exhortations of motivation? It seems everywhere; used to suggest, cajole and inspire workers. Indeed exhort all of us to get out in front of a task and get going. I remember, I think, a professor or mentor of mine in the education business who consistently said that motivation, a mental state, is not what we want to create. No, he said, what we really want is movement.

Movement is measurable, while motivation lies within us affected by a variety of mental attitudes and internal prejudices. Whereas movement can be evaluated against expectations or scales of achievement, motivation is opaque to the organization seeking its presence.

This may not be news, but in the context of leadership and management, the misapplication of either motivation or movement in an opposing context can often lead to problems. Furthermore, with the push towards the nurturing of talent; talent management as its referred, it’s worth a look at how these states might be aligned to justify the effort, time and resources placed in readying current employees for more responsibility.

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