In the dynamic world of foreign trade, the success of a business often hinges on the strength and efficiency of its talent pool. In a recent article on the MiKe Circle, an influential platform for foreign trade professionals, an experienced entrepreneur shared insights on how to build and manage a robust talent supply chain.
The Entrepreneur’s Journey
The author, known as Foreign Trade Big Brother, recounted how, in 2021, he abandoned a lucrative job to dive into the创业 (entrepreneurial) stream amidst the COVID-19 pandemic. His journey was marked by failures and recoveries, akin to dancing to the PCDA rhythm (Plan-Do-Check-Act). Despite the challenges, his determination and resilience kept him going.
The Importance of Leadership
The article emphasizes the crucial role of leadership in talent management. The author believes that a leader must possess both leadership and management skills. Leadership is defined as the ability to inspire and influence individuals or organizations through personal qualities, while management involves planning, organizing, coordinating, and controlling resources to achieve goals.
The author criticized managers who fail to listen to their subordinates, are inflexible, and use anger to control their teams. He stresses that a leader must first cultivate self-improvement and empathy before effectively utilizing talent.
Management Metrics
The article highlights two key performance indicators for managers: achieving company-set performance targets and building a high-performing team. These dual metrics focus on both results and the development of talent.
Strategies for Utilizing Talent
1. Leveraging Strengths and Complementary Skills
The author provides examples from his own team, illustrating how he tailors management approaches based on individual strengths and weaknesses. For instance, he assigns tasks that align with each team member’s skills, such as pairing a meticulous follower with a strategic planner or a social media expert with a live streaming role.
Contrary to many bosses who focus on employees’ weaknesses, the author advocates for leveraging strengths. Forcing someone to work against their nature, like making a slow-paced person work faster, is counterproductive and can lead to the loss of talent.
2. Setting Goals, Establishing Rewards and Consequences, Monitoring Processes, and Achieving Results
The author suggests using the OKR (Objectives and Key Results) method for goal setting. He also recommends studying the incentive models of successful companies like Haidilao and Pandong.
Process monitoring involves creating督导 (supervisory) plans and streamlining workflows. Results are measured through performance appraisals and in-depth reviews to extract valuable lessons for future optimization.
3. Talent Assessment
The author mentions the use of a nine-box grid for talent assessment, which helps in identifying high-performers and areas for improvement. Regular talent inventories ensure that the team remains aligned with business goals.
Future Insights
The article concludes with a promise to share thoughts on team replication, hinting at the scalability of the talent supply chain. The author acknowledges the effort and dedication required for such endeavors, expressing gratitude to all those who contribute to the platform.
Conclusion
Building a successful foreign trade business requires not just a strong product or service but also a well-managed talent pool. The insights shared by Foreign Trade Big Brother provide a roadmap for leaders looking to create a sustainable and efficient talent supply chain. By focusing on individual strengths, setting clear goals, and fostering a positive work environment, businesses can maximize their potential for growth and success.
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