Over time, managing the talents of directors and their close collaborators has become one of the major concerns of managers. It is essential to find and keep the rare pearl.

Managers and directors who work with their employees on a daily basis are in the best position to identify or develop talent.

Competence is good, talent is better

Competence comes with experience, training, or even learning. Talent, on the other hand, cannot be learned; it is intrinsic to each individual, even if it can be worked on.

It can be revealed through exceptional performance, or it can be detected by the watchful eye of a wise manager.

Skill vs Talent

According to Pierre Miraillès, “competence is defined by what the individual knows how to do” while “talent is defined by what the individual does better than others” (Talent Management, L'Harmattan, 2007, p. 128).

However, skill and talent are not opposed, the second relying on the first to better express itself. Indeed, a salesperson, as talented as he may be, needs skills that allow him to present his product well, to know how to communicate, or to manage his emotions.

Bringing Talent Out: From Manager to Coach

In general, the content of the positions, the missions assigned and the processes for achieving them are controlled by the manager who brings employees to the expected results, in compliance with pre-established standards.

This way of doing things has the advantage that employees are guided in their actions, there is less risk of unpleasant surprises for the manager. But the other side of the coin is that employees are being infantilized.

Their motivation is the recognition of the company and the need to distinguish themselves from other members of the team. There is then a risk of an unhealthy rivalry taking place.

Favorable conditions for development

For employees to discover their talent, they need to be in the right conditions for their development. Managers must be able to observe in order to detect what type of activity their employees feel most at ease and express themselves best, without making any particular effort. The ultimate goal is to be able to put everyone in the place that suits them best, to develop complementary and efficient teams.

How do you know if you are probably in the presence of a talent?

Here are some indicators that should catch your attention and push you to dig a little deeper:

• An exceptional result. For example, a salesperson who generates a much higher turnover than his peers.
• An innovation. A new product design that is particularly appreciated by customers, or this brilliant idea that considerably reduces the queue at the counter.
• Great potential. Here the talent has not yet fully blossomed. But it can be glimpsed in young arrivals who are curious, motivated, and have an interesting background. A good manager would benefit from detecting these talents and developing them. Otherwise, it is the competition that could benefit!

Bringing out talent among directors and employees ultimately creates a win/win relationship. The director or collaborator gives himself to the task with pleasure and devotion and the company maximizes its performance.

The job of a manager is that of a coach — coach. He must surround himself with the best talents by identifying and developing them, while creating a collective spirit.