Culture of Coaching, Part II: Building Your Bench-Take Inventory

ACT Like a Pro Issue 78

It’s often perceived as easier to bring family back and try to find a fit for them than it is to go out into the market and recruit. Besides, no doubt, it is easier said than done to say no to a family member that wants (or expects) a job. While it’s challenging to prevent a family member from asking or expecting a job, you can proactively plan for the conversation.

Building Your Bench, Simple Self-Analysis

So, Coach, what does the bench look like right now? A good place to start is with three simple categories:

  • Age
  • Experience
  • Expertise, specialization key skills

Use a simple approach here and list what you have now, sort of a human capital state-of-the state.

 

Age is an obvious question given longevity. But, it’s not just about the number of years left to serve, it’s also relevant to consider the stage in life that a person is in at certain age ranges.

 

Experience is also important when it comes to assessing the leadership potential right now and going forward. For example, do people of any age have the necessary years of experience and seasons under their belts to take on your role or any future key role? Again, experience is not just about age, it’s also about the type of work a person has done that informs their ability to do a job well.

 

Expertise is all about specialty. List the special skills, gifts and talents, or unique training and education of various team members. Again, this is not so much about age as it is about skills and natural tendencies that the operation can capitalize upon.

 

 

Talent Pipeline

Once you’ve looked at the current bench, now consider the pipeline needed. I encourage business owners to think broadly about the idea of talent acquisition in terms of a brief risk assessment that considers the talent pool now and the decisions you have yet to make. You’ll be able to access my talent management questionnaire when the new book arrives! So, to be certain you’re on the list, go to my website at www.sarahbethaubrey.com. An undeveloped talent pipeline poses a greater risk to the company when there are fewer people in line for the CEO role. Your strategy and your personnel development pipeline must align.

 

ACT Like A Pro Out There!

 

 

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