Talent Obsession


“Talent Obsessed” is for determined, magnetic, future focused companies and organisations, ambitious to earn a reputation as a place people seek out as clients, partners and employees. Sparing all the usual clichés like, ‘we value our people’; most companies are not stepping up  to the plate

Why is this so?

For leaders who are serious, a Talent Obsession is their differentiator. Nothing less will possibly create a credible, trustworthy, effective bond with our most precious asset – people.

People are the most significant differentiator for achieving all that matters to an organisation
Talent being defined as every aspect of how people experience their employment/engagement with an organisation including a proper sense of reward & recognition, to be proud of what they do with the chance to grow and develop themselves.

A principled point of difference that will deliver a generous pay-off
Organisations whose leaders are willing to take a different approach to talent are the organisations who will lead, dominate, prosper and survive better than others because their people feel truly engaged and valued. As a result, they are more energised and loyal as ‘Brand Ambassadors’ who freely communicate the way they feel about this, especially through word of mouth, notably via social media.

Having an ‘employee promise’ to be proud of that will deliver ‘best employer status’
These are the organisations with the best employee propositions, whose consistent investment in people pays-off handsomely. Their front-line business people share responsibility with Financial, Talent, HR & Operations for all aspects of the business making a decisive impact on talent.

A ‘wake up call’
Acquired working with brave, youthful leaders and their teams, increasingly to be found in adventurous, entrepreneurial, ground breaking, local & global organisations who embrace all that the post-analogue world can offer. Do they have all the answers? No. Do they make mistakes? Of course, they do. But they learn very fast, faster than traditional organisations. They are more fluid, not scared of risk, and, generally, successes outweigh their failures. They don’t have to endlessly battle with being told; ‘Why we can’t do that’ - exactly what larger organisations cannot seem to work their way beyond to reach the fresh air and open space they keep promising ‘will come soon…etc...etc..’

Nancy Mullahy