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Sometimes it's best to bring someone in from outside.
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For example: when you need to lead a major performance turnaround, or a culture transformation.
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This is because you already understand the principle that the people who built the house can't renovate it.
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But more often, it's better to grow talent from within.
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you Welcome to Moments with Marty.
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Your short, sharp shot of Leadership Insight
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to help you to stay on track between our weekly episodes of the No Bullshit Leadership podcast.
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Thank you.
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In these days of competitive labour markets, greater employee mobility and increasing recruitment costs,
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our emphasis has to be on growing talent from within.
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This requires a razor -sharp focus on performance, potential and capability development.
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Sometimes it's best to bring someone in from outside.
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For example: when you need to lead a major performance turnaround, or a culture transformation.
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This is because you already understand the principle that the people who built the house can't renovate it.
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But more often, it's better to grow talent from within.
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Why?
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Because you know the individuals you're dealing with.
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Any promotion decision is inherently lower risk You can be more surgical about which skills,
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capabilities and behaviours you need in order to build a culture of performance.
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And, you can motivate your people by showing them that they don't have to go to another company in order
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to advance their career.
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um A systematic talent management process looks at five key components.
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Four of the five components are assessed at the individual level, And the final one is a comparative assessment that rates your internal talent in relative terms.
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The rigorous assessment is generally confined to leaders not individual contributors.
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The first element, is the behavioural assessment.
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An emphasis on behaviour is critical if you want to avoid Talented Jerk Syndrome.
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Everyone watches your promotion decisions.
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If you promote someone who behaves badly, or isn't aligned to the company values and culture, what message are you really sending?
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The second element, is a broad -based assessment against the performance standard for that leadership level.
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for example, team leader or GM or executive.
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This assessment rates a leader's performance in each of the categories that your company deems to be important.
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So most companies would assess their leaders on their commercial and financial performance, of course.
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But in an industrial business, for example, they might also be assessed on their safety leadership.
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The third element is short -term deliverables, which are variously called KPIs or KRAs or MBOs.
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These are normally annual targets that are set to achieve specific outcomes.
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Now this is what most businesses call performance management.
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Did this person achieve their KPIs or not?
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Thank you.
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KPIs are useful, but they have their limitations.
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so they can only really be viewed within the context of the other four talent management components.
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The fourth element is the development plan.
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This is where you help every leader to think about what they need to do to progress to the next level.
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or If they're newly promoted, to attain a level of excellence in their current role.
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People need to know they have a future development path if they have any ambition to progress in your company.
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Now the final element The comparative element is the nine box.
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This is where you map every leader in the business on a grid in order to compare their performance and their potential.
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It enables you to see the relativity of your talent so that you can plan their development paths methodically.
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A key rule here is that there is no potential without first being able to verify demonstrated performance.
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Thank you.
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Nurturing your talent requires deliberate methodical assessment and management of your people.
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But if you're not doing this, What are you doing that's more critical?
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to the long -term success of your business.
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Um, For more depth on this insight, have a listen to episode 231 of the No Bullshit Leadership podcast.
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Talent Management.
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We'll leave a link in the show notes.
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I really hope you enjoyed this moment and that gives you that extra little spark, to be a no bullshit leader.
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Thank you you
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Vocabolario e note di pronuncia per questa lezione
Questa lezione di conversazione di livello C1 si basa sul video “The Huge Cost of Always Hiring From Outside”. Le parole che ritornano più spesso: performance, talent, element, assessment, leader. Questo video contiene 57 frasi e 696 parole da ripetere con lo shadowing. Il parlato dura 4:58. Chi parla mantiene un ritmo costante di circa 140 parole al minuto, comodo per lo shadowing. Il 83% delle parole rientra nelle 3.000 più comuni dell’inglese; conviene studiare le altre prima di iniziare.
Vocaboli chiave di questo video
Le 15 parole più avanzate del video, con pronuncia e significato:
| Parola | Pronuncia | Significato |
|---|---|---|
| assess verbo | /əˈsɛs/ | valutare, stimare |
| renovate verbo | /ˈɹɛn.ə.veɪt/ | rinnovare |
| comparative aggettivo | /kəmˈpæɹətɪv/ | comparativo |
| capability sostantivo | /ˌkeɪ.pəˈbɪl.ɪ.ti/ | capacità, possibilità |
| deliverable sostantivo | /dɪˈlɪvɹəbəɫ/ | prodotto finale |
| methodical aggettivo | /mɪˈθɑdɪkəl/ | metodico |
| methodically avverbio | /mɪˈθɑdɪkəli/ | metodicamente |
| nurture sostantivo | /ˈnɜːɹ.t͡ʃəɹ/ | cura, educazione |
| inherently avverbio | /ɪnˈhɛɹəntli/ | intrinsecamente |
| motivate verbo | /ˈmoʊ.tɪ.veɪt/ | motivare |
| attain verbo | /əˈteɪn/ | attenere, ottenere |
| align verbo | /əˈlaɪn/ | allineare |
| limitation sostantivo | /lɪmɪˈteɪʃən/ | limitazione |
| razor sostantivo | /ˈɹeɪzɚ/ | rasoio |
| contributor sostantivo | /kənˈtɹɪb.jə.tɚ/ | donatore, benefattore |
La grammatica di questo video
Le strutture che chi parla usa di più, con le parole esatte del video:
| Struttura | Nel video |
|---|---|
| Forma passiva be + participio passato — conta ciò che accade, non chi lo fa | are assessed · isn't aligned · be assessed |
| Frasi relative who / which + frase — un’informazione in più su una persona o una cosa | people who built · someone who behaves · deliverables, which are |
Pronuncia a cui fare attenzione
Chi parla usa 8 contrazioni e forme ridotte, come can't, you're, don't. Pronunciale nella forma breve, così come le senti.
- I suoni “th”: methodical /mɪˈθɑdɪkəl/, methodically /mɪˈθɑdɪkəli/
- I suoni “sh” e “zh”: limitation /lɪmɪˈteɪʃən/, ambition /æmˈbɪʃ.ən/
- Parole lunghe — attenzione all’accento: comparative /kəmˈpæɹətɪv/, capability /ˌkeɪ.pəˈbɪl.ɪ.ti/, deliverable /dɪˈlɪvɹəbəɫ/, methodical /mɪˈθɑdɪkəl/, methodically /mɪˈθɑdɪkəli/
Come esercitarsi con questo video
- Ascolta tutto il video una volta senza parlare e annota le parole che non conosci.
- Fai shadowing frase per frase a velocità normale, ripetendo ognuna finché il tuo ritmo coincide con quello di chi parla.
- Registrati e confronta con l’originale, facendo attenzione a parole come assess, renovate, comparative.
Cos'è la tecnica dello Shadowing?
Shadowing è una tecnica di apprendimento delle lingue supportata da studi scientifici, originariamente sviluppata per la formazione dei traduttori professionisti e resa popolare dal poliglotta Dr. Alexander Arguelles. Il metodo è semplice ma potente: ascolti un audio in inglese di madrelingua e lo ripeti immediatamente ad alta voce — come un'ombra che segue il parlante con un ritardo di solo 1–2 secondi. A differenza dell'ascolto passivo o degli esercizi di grammatica, lo shadowing costringe il tuo cervello e i muscoli della bocca a elaborare e riprodurre simultaneamente i modelli di discorso reale. La ricerca dimostra che migliora significativamente la precisione della pronuncia, l'intonazione, il ritmo, il discorso connesso, la comprensione dell'ascolto e la fluidità del parlato — rendendolo uno dei metodi più efficaci per la preparazione alla prova di speaking dell'IELTS e per la comunicazione reale in inglese.