The Impassioned Workforce

In his book “First Break all the Rules” Marcus Buckingham claims great managers define talent as “a recurring pattern of thought, feeling or behaviour that can be productively applied”, with the emphasis on recurring. Although his books describe individual talent and attributes, I think this definition might equally apply to the talents of organisations. Or put another way, the organisation’s strengths and cultural brand messages.

Many organisations claim to be people oriented, sensitive to work-life balance, encouraging diversity, enabling creativity etc.   but how many could realistically claim these attributes as talents as defined above? Singular examples of outstanding sensitivity or tolerance towards maverick creativity are not enough to claim an attribute as a talent. Acts which require tremendous regulation and beaurocracy to accomplish are not talents.  

The other element of talents is they are rarely self proclaimed. Usually observers, colleagues, clients and managers are the ones who identify and highlight to an individual where their strengths and talents lie. The individual can sense it and may play to their strengths if they are smart, but they will rarely (if ever) feel the need to proclaim to all and sundry “this is what I am great at”. If your employer brand messages are not clearly observable and experienced by your employees then your employer brand will not be believable.

Ask your employees – what do YOU see as the strengths of this organisation. What are we really great at. What do we do repeatedly well? Then make sure you continue to play to these strengths.

For more great tips on building your employer brand and making your brand messages believable check out Krishna De’s Women in Business podcast series – Building your employer brand.