The document discusses finding and developing talent in an organization. It defines a talented person as someone who can guide a team to consistently achieve balanced results across different performance metrics. To develop talent, the document recommends broadening people's experience by having them lead teams in different divisions to deepen their understanding. It also suggests exploring people's vision through projects, interviews, and decision-making opportunities without promotion to assess their strategic thinking. While some have a natural ability for vision, others can still be talented by drawing out ideas from others and making good group decisions. The overall goal is to identify individuals who can repeatedly achieve good results in a balanced way and develop their skills to advance in the organization.

1. They may not get the best financial result, or have the most
satisfied team, or have the best record of smooth integra-
tion with the rest of the organization, or have the best rec-
ord of customer service, or be the most astute organization-
al politician. But, if we measure each of these factors on a
scale of 1 to 10, 10 high, then average the scores to give a
single score, they will have the best balance. The talented
person may not be number 1 at anything, but they will be
the best overall. And they will be consistent.
Measuring talent
It is important to understand balance. Of not being swayed
by the person to gets top financials, or top staff satisfac-
tion, or who is the most astute at building the internal rela-
tionships. All the factors are important, maybe not in this
accounting period, but will be in the one after or the one
after. It is balance that delivers solid financials NOW, in
this accounting period, and ensures they are secure in the
next period, and the next, and…Strategic success is not
made in one accounting period but in period after period,
after…
Strategic success = Disciplined balance + consistency of
direction.
Ensure all people measured objectively against the factors
judged as balance in your organization. For example, the
list above of financials, team satisfaction, customer service,
smooth delivery of business processes, ‘internal’ customer
service, and organizational astuteness.
The modern organization needs leadership in depth
The direction is set at the top of the organization, the re-
sults achieved at the bottom. With a bustling, sometimes
turbulent environment, it is not enough to have a brilliant
CEO with a few talented senior Executives. The reach of
the few is insufficient and too irregular to manage in our
modern world. The critical leadership is that guiding the
teams who do the work. Leadership in depth, and for lead-
ership, read talent, achieving disciplined balance + con-
sistency of direction at the very lowest levels of team lead-
ership.
Today, the organization needs a system to guide the team
leader, enabling the ‘ordinary’ team leader to achieve ex-
traordinary results and do so with balance.
OPD-HCD™ the technology of balanced team leader-
ship
OPD theory derived from the only causal general theory of
psychology itself derived from a methodological review of
social science, leads to the technology of balanced team
leadership in OPD-HCD™. [To review OPD-HCD™,
OPD human capital development, refer
www.opdcoach.com, or the LinkedIn profile
www.linkedIn.com/in/grahamrlittle, or the Social Science
Research Network author page www.ssrn.com/
author=2572745.]
The OPD-HCD™ technology identifies what each person
in the team needs do to achieve their KPIs, deliver business
processes, integrate with rest of organization, build fun at
work leading to high level of fulfilment and team satisfac-
tion, and provides clear monitoring to ensure consistent
team balance.
Better science better technology better results.
Definition of talent
A talented person is one who understands and accepts the
application of a technological tool to enable team perfor-
mance balance, and applies to achieve high levels of con-
sistent balanced team results. Currently the only tool
available with the scientific pedigree to deliver the con-
sistent balance is OPD-HCD™.
Broadening the reach of talent
Proven success in guiding a team identifies talent. If a
person cannot guide a team to consistently achieve bal-
anced results it is doubtful they will succeed in the organi-
zation.
Development of flexibility of thinking, insight and experi-
ence across the organization is achieved when the person
is made team leader in another division, but at the same
organizational level.
The person has the same organizational demand, namely
guide balanced performance in the team in the new divi-
sion, which requires them to deepen their insight into what
the organization does and the issues it faces from the
perspective of the new division.
Developing vision
The senior levels of any organization demand greater
intellect than typically acknowledged. It is essential, for
example, the CEO and key senior people ‘see’ the econo-
my, where the organization ‘fits’, the steps to be taken this
accounting period to achieve the strategy, how those steps
are then broken down via the team leader technology into
precise actions (called ideal actions) in every role in the
organization.
The top people ‘see’ exactly how all that is to occur, and
they know that if they then accurately identify the ideal
actions and if those ideal actions delivered to standard the
strategy will be achieved. This is intellectual very de-
manding, but essential. Development of this in mind is the
development of vision.
Having identified talent, broadened it so they understand
and have a proven track record across the organization,
what steps need taken to develop their intellect and to
ensure they have the confidence in their vision?
To a significant degree a person has it or they do not! It
will already be evident in their grasp of team guidance and
how they went about it, balancing short term easily with
long term, for example, or the selection of priorities so
their emerged integrated strengths in team effort and
success.
Beware imagining vision can be taught. Just as some are
more adept at tennis, and while all can be taught tennis,
there is always the issue of the standard finally achieved.
We are NOT all equal in talent.
To explore vision: Offer project work; have multiple
people with vision interview the person; ask them their
opinion in complex decision; involve them without pro-
moting them; send them on courses and then review care-
fully on their return.
Caution
Just to confound all offered previously, so a person does
not have strong vision, but they are adept at drawing our
comments, developing creativity in others, and guiding
group judgement and final decision of what to do, when.
Such people are talented, likely natural leaders, and while
not the highest intellect themselves, they grasp the issues
and know the right strategy/vision when they hear it.
A talented person is one who achieves good results repeatedly and consistently
Newsletter #
Finding and developing talent
Newsletter topics
1. Seeking new thinking.
2. How to double profits.
3. Goal—action.
4. Linking staff action to
strategy.
5. Human performance
driving results.
6. HR as rollout of strate-
gy.
7. Behavioral structure of
the organization.
8. Understanding human
psychology.
9. Linking people to be-
havioral structure.
10. Perfect human perfor-
mance.
11. Performance manage-
ment moving actual
toward perfect perfor-
mance.
12. Built in flexibility.
13. A scientifically proven
balanced solution to
human performance
as a driver of results.
14. Redefining engage-
ment.
15. Culture.
16. All HR policy changes.
17. Lifting expectation.
18. Redefining leadership.
19. Redefining manage-
ment.
20. Why has it not been
done before?
21. Stop. Reflect. Chose
and improve.
22. Why can’t we do it
ourselves?
23. Mind of the CEO.
24. HR as the ‘right hand’
of the CEO.
25. Building a ‘verbal
ready’ Executive.
26. Understanding human
motivation.
27. Building and imple-
menting an integrated
motivation policy.
28. Human capital.
29. Finding and develop-
ing talent.
30. Choosing better ideas.
Reading these newsletters you will gain
new insight into how to manage the link
between people and your organization so
that both benefit by increased results,
greater success, increased profits, more
fulfilling work, and greater satisfaction.
Contact: info@opdcoach.com to meet and explore how this system will lift results in your business.
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