Customer Reviews

Turning Good People Into Top Talent: Key Leadership Strategies for a Winning Company, Revised Fourth Edition

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In today's turbulent employment environment, top talent is at a premium. Good people are hard to find...and even harder to keep. Employers who attract, optimize, and retain top talent will have a substantial competitive advantage over those who fail to pay attention to their most important resource.

The key is leadership. Period. End of story. Leadership effectiveness spells the difference between organizations that succeed, meet and exceed their objectives, and consistently stay at the top of their game. If you're a leader-in any kind of an organization, you would be well-advised to engage a consultant to work with your senior team and other people responsible for goal achievement. You'd be wise to hire a Certified Management Consultant who specializes in leadership effectiveness.

Alternatively, you could bring in a Master Certified Coach who works with individuals to help them achieve their best performance. This kind of highly competent coach enables senior leaders and other key individuals to fulfill their potential so their entire organization benefits from their effectiveness.

Or you could take advantage of the qualities of both these professionals rolled into one: BobMoore, CMC, MCC. With 30 years of experience in helping people and organizations become highly effective, he's an ideal choice to bring focus, energy, and technique to your team. Now you can get Bob Moore in a small package...in his advice-filled book on how to invigorate leaders at all levels, and the people who work for them.

Understandably, Moore focuses on the people side of the business. That's the area that holds the most exposure, the most risk, and the most opportunity. Having good people on your team isn't enough. They must want to be there and they must want to perform at high levels. Leadership. What can you-as a leader or future leader-do to inspire ordinary people to do the extraordinary?

Moore's solution is presented in seven keys. As you read his book, you'll learn from a down-to-earth consultant who's "been there, done that." He tells it like it is, no punches pulled. He "talks" like a consultant, a coach, an advisor, a friend. You'll feel like a favored client, learning about diagnosis, practice, and getting results. At the end of each chapter, your coach will present the key points to "get,: to remember. Nope, you're not done. Moore will challenge you to develop an action plan, expecting you to identify the principal concept you got from the chapter and how you will begin applying your new knowledge within the next 48 hours. Yes, this is an action-oriented tool. You'll get assignments to complete to help you lock in the learning.

A reading list, bibliography, and a questionnaire will help jump-start your results.

This review is based on the second edition of this title. The reviewer is author of the business best-seller, "Keeping Good People."

Bob Moore does an excellent job of bringing to life the issues facing top leaders today and what needs to be done differently to help them achieve their vision faster. Its filled with concrete and realistic steps toward gaining alignment of senior teams and to develop managers and supervisors in a way that touches every person in the organization. I am now distributing the book to participants during my leadership development work with corporations. Executives find the book a quick and easy format for stimulating their thinking and creating dialogue to create a work environment where people want to come to work and do their best every day.

Among the many elements of Bob Moore's book that struck me was the his recognition that to help a manager improve, the coach needs to work on the manager's weaknesses and show him/her how to employ his strengths to advantage. All too often coaches work on those attributes which either the boss or the individual has identified. But what about the manager's reports and peers. Their perception can be just as important as the individual's supervisor who may not see as much as the others. Afterall, the manager's ability is partly dependent on his team and how he stimulates them. Therefore Moore's recognition that some type of an evaluation before embarking on coaching is most important to avoid working on attributes that don't need fixing and concentratig on those that do.

In order for an organization to achieve high performance results on a sustained basis, every leader must learn how to attract, develop, retain, and fully utilize top talent. Bob Moore's book Turning Good People Into Top Talent (The Effectiveness Press, 2007) goes into detail on how to do this.

I agree with the author's premise that worker disengagement, unusually high employee turnover, and under-utilization of talent has risen to near "epidemic" levels across industries. While some signals (such as unusually high turnover) are easy to notice, other signals (such as worker disengagement) can be harder to catch - until the company runs into gridlock. However, even if your organization is not experiencing these issues, addressing them on a continuing basis can provide you with a jump-start on increasing your company's competitiveness.

Based upon his extensive coaching and consulting experience, Bob Moore has identified seven "keys" to building an organization filled with employees who are engaged and working to their highest potential. What I especially like about this book is that each chapter includes a section with a summary, key points to ponder, action plan, and assignments. There are also charts and assessments. Turning good people into top talent is a journey; however with Bob Moore's help it is one that is quite manageable.

I ordered one copy of the book...and got two..and charged for two....too much effort to send back so kept.