| It has never been more important than now to | | | | The head of audit at a national bank identified that one |
| manage money in organisations of every shape, size | | | | of his key talents was being able to bring harmony to |
| and type. Whether in large corporations, private | | | | potentially awkward situations. He used this in his role |
| businesses, not-for-profit or public sectors, today the | | | | as an auditor to help bank managers see the positive |
| money really counts (if you'll forgive the pun). | | | | benefits of managing risk. He was also a great |
| Enter the accountant, the talented professional who | | | | communicator. However, until examining his talents |
| understands how money works, how to make the | | | | closely in a coaching environment, he had only used |
| numbers add up and how to spot opportunities for | | | | these talents in one-to-one situations. Realising the |
| greater financial efficiency. We tend to think of these | | | | potential benefits, he determined to bring groups of |
| professionals as being out of the same mould, doing | | | | managers together in workshops to explore the |
| jobs that are variations on a theme. The truth is that, | | | | positive side of risk management and truly equip them |
| like their colleagues in all other professions, accountants | | | | to reduce the losses the bank was experiencing. Such |
| can be as different from each other as chalk and | | | | an investment had the potential to save millions of |
| cheese. Each is a unique individual with a special set of | | | | dollars of losses. |
| skills and if organisations treat them the clones they | | | | In a debt management organisation, one of the financial |
| are missing the opportunity to add significant value. | | | | managers identified that she had a special talent for |
| The secret to unlocking the potential in any accountant | | | | helping people through change. She saw this as a |
| lies in a philosophy known as talent liberation, defined | | | | useful talent but had never taken the trouble to value it. |
| as: | | | | In a workshop with her colleagues she offered her |
| Organisations reach prime performance when they | | | | talent as a case study for valuation. Her colleagues |
| recognise, value, develop and use the unique talents of | | | | first asked for an example of where she had used her |
| all their people in the delivery of their objectives. | | | | talent and she offered a situation where she had |
| The start and the end parts of the above statement | | | | helped a key project team member to embrace a |
| are "givens" in today's workplaces. Every organisation | | | | change that was essential to the delivery of a new |
| worth its salt wants to be as good as it can be and to | | | | system. Her colleagues agreed that her efforts had |
| deliver the objectives set out in the strategic plan. It is | | | | speeded delivery by three months and that also the |
| the middle bit that is interesting, the notion that we must | | | | system was worth £10m per annum to the |
| somehow recognise, value, develop and use the | | | | bottom line in operation. Thus the value this manager |
| unique talents of everyone in order to be the best. | | | | had added from a few hours' work was a massive |
| We might assume that the talent which accountants | | | | £2.5m. She described her response to this |
| bring to the workplace is accountancy. Well of course, | | | | insight as "gobsmacked". She had never dreamt that |
| this is true but it's only a very small part of the picture. | | | | her intervention with her talent was so valuable. This |
| Within the scope of accountancy work there are | | | | caused her to explore ways of using her talent across |
| many other talents that are required in varying | | | | the business for any tricky change initiatives. |
| degrees: presentation (on paper and by voice), | | | | One way of exploring talents as a team is to think |
| problem solving, negotiation, relationship building, sales | | | | outside the box. When Kennedy described his space |
| techniques, creativity, vision, strategic thinking, listening, | | | | programme mission to put a man on the moon (and |
| empathy and so on. | | | | bring him back safely) he started with the end in mind. |
| If you're reading this as an accountant, exactly what | | | | Your team can do the same. What is it that those |
| sort of an accountant are you? Have you taken time | | | | who use your accountancy services need? Clearly it's |
| out to recognise your talents? Do you really know | | | | much, much more than processing numbers. They |
| how your talents add value to your business or to | | | | probably want access to new methods, proactive |
| your clients? Do you focus your personal development | | | | problem solving and guidance when they're doing the |
| on your talents or are you obsessed with improving in | | | | wrong thing. Of course the best way to please clients |
| your areas of weakness? And have you identified the | | | | (internal and external) is to ask them questions such |
| actions you must take to make the most of your | | | | as: |
| talents? | | | | |
| Mastering talent liberation in this way is the first step to | | | | 1. What do expect from us? |
| a fulfilling career. The second step is being able to help | | | | 2. Where do we sometimes delight you? |
| those around you to recognise, value, develop and use | | | | 3. Where do we sometimes let you down? |
| their talents and the third step is being able to put | | | | These three questions will really inform the talents |
| these pieces of the talent jigsaw together in the form | | | | required for a more successful future. The team can |
| of great teamwork. | | | | take stock of their talents against this requirement and |
| To show how profound our auxiliary talents can be, | | | | agree who should do what. They can also determine |
| here are a couple of true case studies from the | | | | whether there are any talent gaps that need to be |
| banking world that you may be able to relate to. | | | | addressed in order to make the team complete. |