They limit thought leadership to “C-levels” and “top experts.”
And never set a development pathway.
Many high potentials and high performers want to be seen as experts and thought leaders.
The personal brand message has now landed loud and clear.
So what, will you, as an org do about that?
Imagine two orgs making an offer to the same young high-potential:
“The ideal employee for our org is:”
🎓 Highly-educated from a top tier school
🤐 Doesn’t talk about their ideas.
🧟♀️ Shuffles patiently forward; stays in their lane
Our ideal employee is always thinking up new ideas:
🔥Their mind is on fire.
💡Shouts ideas from the rooftops
🧠 Wants to build a reputation as a thought leader
Company A fears investing in people’s thought leadership skills., because these bright people might one day leave.
Company B embraces the joys of thought leadership. They help their high-pos and high-perf become thought leaders. They offer skill building, support and coaching.
I don’t know about you, but I’d rather work in the culture of Company B. They have a #talentstrategy that supports thought leadership.
If a high-po mistakenly stumbles into Company A — they’ll soon find a way to move on.
Your organization’s thought leadership efforts need to align with your employees’ personal branding goals.
Otherwise, your org’s thought leadership will likely be top-heavy.
And that’s not sustainable. Because your best talent will be running toward the exits. 🚪
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