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The right mindset will take you farther, faster on your journey to grow great talent. Too often we let our personal preferences override a more practical, outcome-focused approach. In these two short essays, “The Unimportance of Being Earnest” and “About that Horse . . .”, we help you build the mindset that will make you an outstanding talent builder.

If you believe that having a growth mindset means that if you try harder you can accomplish more, you don’t need to read this article. We agree and the science in areas from self-efficacy to goal setting to motivation supports that exerting more effort often leads to better results. However, if you believe that growth mindset means that different outcomes in life will occur if someone has a Fixed Mindset or a Growth Mindset, or that it’s possible to increase one’s intelligence or change one’s personality, please keep reading.

Through our search and consulting assignments, we find six factors differentiate those who win and keep the top talent executive role

73% of companies have decided that lying to their employees about their potential to advance is the right choice. Does their logic hold up? We present compelling reasons why more transparency – especially with your top talent — is always the right choice.

Every week a new headline emerges about the dismal state of employee engagement and what must be done to address it. Before you jump into action, consider this: it’s not true. Engagement is just fine and global averages tell us nothing.

Surprisingly few organizations can crisply explain their talent strategy or show the tangible links to company success. We offer below an approach for creating a simple, thorough and powerful plan for using talent to reach your business goals.

Just like the rules for avoiding a bear attack in the wilderness, the rules for your company avoiding an attack from private equity bears are very clear. Just like those in the wilderness, these rules are often violated and the consequences can be deadly. clear and violated even more frequently.

While some HRBP’s consistently support talent management, others actively or passively block the talent agenda. Their resistance may be driven by control needs, jealously or outright lack of confidence in your abilities. That resistance can destroy any chance that your talent practices will deliver their intended business impact.

This makes benchmarking your neighbors a risky proposition when you audit your HR strategy and practice.

Benchmarking stories provide false comfort even if they describe well-known companies and come from well respected sources.