Don’t neglect insight and self-awareness.
It cannot just be assumed that talent managers will automatically recognize what they should do and how they might fall short. A consistent training effort is necessary to help build the kind of supervisory skills that enable them to communicate with and build trust among employees with a broad array of personality types. Different organizations, or different areas within the same organization, require different types of supervision. What motivates a sales team or a manufacturing department is very different from what motivates accounting or IT. There is no one-size-fits-all solution. Self-awareness is the initial step for talent leaders who want to increase their range of skills so they can effectively motivate a broad array of personality types.Identify motivators.
Talent managers can only understand the motivation of others if they understand their own motivational drivers and how they may be different from those of other individuals. Personality assessment tools used in a structured management development program can accelerate this learning and provide reliable, non-judgmental information for opening authentic communication. When assessments help talent managers see what motivates themselves as well as their employees, they can be more effective at actions that motivate employees — this supports the employer brand.Encourage team building.
Talent managers with the right insight can help employees understand the importance of their contributions to the success of the organization. Newsletters and memos cannot match the motivational power of personal communication among managers and employees in a team context.