tera wozniak qualls

Jim Wallis Jr., Sojourners, says “Share your ideas with other then those who always agree with them.”

It is easy to get yeses, easy to have those agreeing with you around. It takes a strong leader to push the envelope and share ideas with those who may disagree.

Like ideas Sam Davidson and I talked about during our October series, sharing your ideas with those that may disagree is something uncomfortable all leaders should do.

Throughtout the NGen Track of the Independent Sector Conference so far there has been a lot of conversation about the need for strong supervision to keep talent in your organization. A lot of emerging leaders are not feeling valued, some are supervisors and want to keep staff, and still others are struggling with finding a position they love.

Unanimously, all the presenters are saying supervisors are almost solely responsible for keeping and developing their talent.

Michael Watson, Girl Scouts USA, says he works with each and everyone of his staff to develop them where they want to go. Even if they want to move to another organization he supports them. He believes it’s a loss if he hears about a career transition only two weeks before they leave. It’s good practice to know and develop the skills and passions of all our staff.

Christine Rhee, American Express Foundation, says managers really need to pay attention to their People Power. People Power is knowing the skills you have and having the power of what organization you are using your skills in. She says, the truth is, if you don’t feel valued in you work you will leave.

Many emerging leaders are specifically relating their work experiences to the feeling of value for their work and being part of conversations. How as a supervisor are you developing your People Power?

All supervisors should have a talent management model. It may cost you more in the long run not to. Develop your People Power now and have great leaders now.