The Challenge of High-Value Technical Talent

Michael R. Wood is a Business Process Improvement & IT Strategist Independent Consultant. He is creator of the business process-improvement methodology called HELIX and founder of The Natural Intelligence Group, a strategy, process improvement and technology consulting company. He is also a CPA, has served as an Adjunct Professor in Pepperdine's Management MBA program, an Associate Professor at California Lutheran University, and on the boards of numerous professional organizations. Mr. Wood is a sought after presenter of HELIX workshops and seminars in both the U.S. and Europe.

  Talent Management  

Every IT project manager is always on the lookout for the superstars, the rainmakers, the needle movers…those high-value individuals oozing with technical talent. The truth is, few organizations are able to cope with this kind of talent culturally, emotionally and organizationally. For along with what high-value technical talent (HVTT) brings to the party also comes a set of challenges. Reaping the value that HVTT people can deliver can require special handling, a different set of rules and a will to forge through the disruptive influence they can have on a project team and the organization.

Unfortunately, most organizations tend to take a herding approach to managing people via one-size-fits-all sets of rules, protocols and policies that can crush the spirit of gifted talent. Far too many organizations prefer the status quo of uniformity and thus, when introducing HVTTs into the ranks, try to shape them to look like everyone else. This in turn can cause HVTTs to push back, usually resulting in their departure--often after being labeled a trouble maker or social misfit.

The question is this: Are your organization and project teams flexible and nimble enough to nurture and cope with HVTTs? Does it recognize that to benefit from the benefits HVTTs can deliver, it has to provide an environment that allows them to thrive? If not, introducing this level of talent into …

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