Ten Talent Wishes for 2010

It's my privilege as a leadership coach to work with and speak to many ambitious, hard-working and energetic people. They're often the up-and-coming talent, the get-it-done gang, and the backbone of a company's next generation of success. But they want more. They want to be heard--and they want their senior leaders to respond. So, based on what I'm hearing from top talent in many of today's successful organizations, here are ten things they're collectively wishing for from their managers and leaders this year. Let's listen . . . 1. Trust me. I know trust is especially hard these days--we're moving so fast that our default position is to assume we can't trust anything. But trust has now become the biggest gap in our relationship. I need you to take a leap and trust I'm competent, confident, and that I care. (If you don't think so, then trust me enough to tell me.) Also, did you know that according to recent research, trust generates oxytocin, the "feel good hormone," in both the person trusted and the person trusting. I could use some of that--how about you? 2. Ask me. Stop assuming you know what I want in my career. When you're doing "strategic planning" or "talent review," please remember that I may have good ideas about how I can contribute to the organization's growth. Unless we're responding to a crisis, don't invest a lot of time in new processes or roles that impact me without asking me my ideas first. And feel free to challenge me with the big, hard questions--I can handle it. In the end, I'll do what you decide, but you'll get more energy from me and avoid stupid mistakes if you ask first. 3. Give me room. I'm reading Dan Pink's bestseller, Drive. Pink offers research to prove that the carrot and the stick are dead and they've lost their ability to influence me to do what you want. Pink names autonomy, mastery, and purpose as the new 21st century motivators. So tell me what you want to accomplish, but give me room to do the job the way I know I can. (Of course, to do this, go back to #1.) 4. Include me. I know you know I'm busy, and I'll give you benefit of the doubt that you're not inviting me to sit in on some of your meetings and calls because you don't want me to waste my time. But how 'bout letting me decide? I love to feel included, to know you want me involved. Even if you include me with boundaries (like telling me in advance I have a voice, not a vote), I'll appreciate the invitation--even if I decline. 5. Connect me. I can't be the only one wrestling with the same business challenges. Who else can I learn from? Who should I know to grow my career? Who inside our organization do I need to meet? Outside?? Your introductions and connections are like gold, and down deep, I long for community. Help me create it. 6. Leave me alone. When I'm not working, leave me alone. Create a culture where I can go "unplugged" and not feel guilty. I know, I know, I'll have to change some of my own habits to make that work, but it'd be a big help if you'd support me in words and actions. 7. Share your stories. How did you get to where you are? What were the lessons you learned along the way? What's the biggest mistake you made? Why are you still at this company? I know we're all busy, but your success stories are interesting to me--and your failure stories even more so. Not sure if I want to hear them? See #2. 8. Value me. Most of us didn't get great raises or bonuses last year, yet the costs of most everything went up. I need better to understand how I'm valued here--how my pay compares to others, how my work fits into the rest of the organization, etc. 9. Re-recruit me. Don't take me for granted. It's a myth that there are no jobs out there--the recruiters are finding me. I'm also thinking hard about my next step--and it might be to my own company, or to a nonprofit, or someplace where I know I will be making a difference. If I can make more of a difference here, tell me so. Tell me why you want me here. Find out what's important to me, and help me see the intersection between my needs and the organization's. 10. Invest in me. I hear you saying I'm your greatest asset, but you cut all my training programs in the last two years. You've severely reduced the travel to see other colleagues face-to-face--people I can learn a lot from and who tie me to this organization. To keep me, you'll need to invest in relevant development opportunities for me. That might mean money, but it might simply be investing your time.