Identifying and developing talent
LEADING OTHERS
Encourage and support diversity and build the people capability required to deliver outcomes.
Identifying and developing talent looks like recognising individual strengths, backgrounds and experiences that tāngata [people] bring to mahi [work], and using this to support outcomes. It also looks like having regular success and development check-ins with direct reports.
When you are identifying and developing talent, you…
Coach and mentor tāngata [people] effectively, adapting your style to suit the context
Develop individual capability
Quick tips
Set performance expectations that are clear, observable and measurable.
Give positive or developmental feedback in the moment where possible.
Model the values and behaviours that you’re trying to teach.
Consider your style and approach and adapt to the individual you’re working with.
When tāngata [people] come to you for advice, ask open-ended questions to encourage them to think through situations themselves.
Practice this behaviour
Here are some ways you can practice this behaviour:
Schedule regular coaching conversations with kapa [team] members where you focus on asking questions, not necessarily providing solutions.
Mentor others.
Ask about the aspirations and motivations of your tāngata [people] and use this information to drive their development.
Connect with tāngata [people] who are dissimilar to you but who share the same goals and outcomes.
Look for opportunities to train others in a new process or tool. Then seek ways to tautoko [support] and facilitate their progress.
What can hold you back
Here are some things that could get in the way of developing this behaviour:
Believing that people have fixed capability and potential. Be optimistic about your people’s ability to develop and grow.
Not seeing developing your people as a key responsibility of your role. If you have direct reports, you are responsible for having success and development conversations.
Vary your approach to developing capability. Don’t rely on sending tāngata [people] on training courses.
‘Reacting’ to the need to build capability in your people. For instance, you might find yourself focusing only on high-performers or tāngata [people] who are asking for development opportunities, or under-performers or tāngata [people] with less experience. Instead, be proactive about developing the capability of all tāngata [people].
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