If you have an important casting in the pipeline or just need to make a good impression, dressing on trend is a good place to start.

So read on to discover what we at Talent Management suggest for this season’s must-have pieces, colour palette choices and accessories.

COLOUR PALETTE

In just a few words, this season is all about top to tail grey, making mixing and matching easy.

Alongside the ever present blacks, rich leathery browns, and navy tones, grey basically monopolises this season’s colour palette.

So from deep charcoals and slates, to warm and cool greys, think neutral for the majority of your wardrobe.

To stay fashion forward, dress head to toe in grey garments, mixing up the look with contrasting fabrics, textures and shades.

WINTER’S MUST-HAVES

In terms of winter’s must-haves, we recommend investing in a bomber jacket. Almost every designer has shown one in their A/W collection, from Pringle of Scotland to Burberry. Lined with thick wool or faux fur, not only do they look great, but they are a lot warmer than the classic trench you may be tempted to steer towards.

Chequered ties have also made a comeback. From bold and thick patterns, to thin, subtle designs, it’s a smart look that you should find easy to incorporate in your outfit without feeling overly dressy.

Chequered shirts also remain a strong look and have filtered out onto the high street left right and centre, so shouldn’t be too difficult to hunt out.

Chunky, heavy cable knits are another fashionable, but practical must-have. Look out for them in turtle necks, muffler scarves and snoods.

And again, rugged, lace-up boots are essential for the snowy days ahead, all while being bang on trend. Wear loosely tied with skinny trousers or jeans tucked in or turned up. Read the rest of this entry »

Read time 4 minutes.

The goal of all leadership development and talent management is to develop people so they are consistently showing productive performance.

The formula for getting top performance is P = MC3(cubed)

Productive Performance is having the competence and motivation to consistently achieve maximum outcomes, in minimum time, with “just-right” efforts, that results in maximum time to enjoy life.

P = M x C x C x C which means:

Productive performance is a function of Motivation x Competence x Congratulations x Cash.

Motivation — is the ability and willingness to keep going in spite of set-backs.

Motivation is measured by 3 criteria:

1. Interest — does the person show active interest in engaging in the task?
2. Willingness to take calculated risks
3. Ability and willingness to take responsibility

The 3 Motivation Levels:

High Motivation Level = Exceeds Expectations (gets engaged with doing the task, asks questions; tries new, better ways of doing things; consistently meets deadlines) on this specific goal/task = M2

Moderate Motivation Level = Meets Expectations (exhibits interest off & on; becomes hesitant & loses confidence; sometimes does not complete task on time) on this specific goal/task = M1

Low Motivation Level = Does Not Meet Expectations (is indifferent to the task, gives up easily; doesn’t try out new ways of doing things; often does not complete task on time) on this specific goal/task = M0

Competence — is the ability to carry out a specific task or goal to CONSISTENTLY produce the desired result.

Competence is task/goal specific – not universal. A person can be highly competent at programming but not very competent at managing people. Read the rest of this entry »

In an age of talent managing people within the context of Disruptive Demographics, (multi-generational, multi-cultural) this Great Economic Disruption and the “bad news bears media” salivating over yet another negative report to throw out in 30 second sound bites, to raise the fear and hackles of people, the winners will be those who have the courage and competencies to work with people to do their best.

The losers will be those companies and the managers who acquiesce to them, who try to get the most out of their employees.

Why?

Because the winds of the war for good talent are gathering on the horizon. As soon as this Great Disruption begins fading and even slow growth returns, the good and best talent will bail on bad companies and their sycophant managers.

Trying to get the most out of people inevitable leads to resentment, stress, dis-engagement and dis-loyalty.

The Image: Those old movies of slaves being beaten to row the boat full of gold owned by the barrons (Wall street). Even the cruel slave drivers who are whipping the slaves to go faster, harder, (that would be you, today, Ms. and Mr. manager as you are ordered to get the most out of your now lean, over-worked, tired staff) are tired, angry and operating in fear of being whacked if the slaves don’t go faster and harder.

The traditional Theory “X” (people are lazy, have to be driven to perform, will take advantage of their employer) ways of bribing, controlling, and threatening don’t work very well any more. We need a brand new practical, humane approach to managing people.

The most effective leaders/managers are those who are known, liked, respected, valued and who have a high emotional intelligence that allows them to connect with people with the attitude of “we are all in this together, let’s see what we can do with what we’ve got.” They buffer their people from the unfair demands of the frightened, myopic senior management.

Employees who are known, appreciated, congratulated, paid fairly, valued and given the resources to do their jobs are the ones who will do their best. They will be volunteers rather than resentful “voluntolds” looking for opportunities to escape to freedom. Read the rest of this entry »