If you were to start a new enterprise to compete with your current organization, what talented team members would you need to bring along if you could?
I really like this concept of franchise players! To me this corresponds to brand advocates / self proclaimed most loyal clients to a brand (the top 20% that generates 80% of revenue / see Pareto Principle). A brand and it’s relevant stakeholders should know at all time who these people are whenever they are interacting with the brand so there’s a special process in place to make sure their experience is a guaranteed success / exceed their expectations and there’s a reduced risk of losing them. 100% agree the identification and nurturing of these franchise players is the responsibility of the leader(s). I thing it’s about time we consider talent retention is just as important as client retention.
To be honest, I don't like labeling people like this because you might overlook others through doing so. Yes, there are key people in any organization, large or small. These are people of passion, of commitment, and knowledge. But anyone may have a good and a bad day, a time when they are "right on" and a period when they are not.
Leaders must learn to manage and encourage each one, as an individual and not as a labeled entity. I feel, however, that attitude, the willingness to learn and improve, commitment to the organization, and the culture created far outweigh any concept of "franchise player" you may develop. Treat all of your people right and have the courage to get rid of those bad apples that will poison the basket.
I don't think it's about the label or even the categorization, Bob.
It's about making decision-making a more informed exercise.
How else might one "know exactly who the most talented and essential team members are across the organization" when you need to make key decisions about who to retain?
I really like this concept of franchise players! To me this corresponds to brand advocates / self proclaimed most loyal clients to a brand (the top 20% that generates 80% of revenue / see Pareto Principle). A brand and it’s relevant stakeholders should know at all time who these people are whenever they are interacting with the brand so there’s a special process in place to make sure their experience is a guaranteed success / exceed their expectations and there’s a reduced risk of losing them. 100% agree the identification and nurturing of these franchise players is the responsibility of the leader(s). I thing it’s about time we consider talent retention is just as important as client retention.
To be honest, I don't like labeling people like this because you might overlook others through doing so. Yes, there are key people in any organization, large or small. These are people of passion, of commitment, and knowledge. But anyone may have a good and a bad day, a time when they are "right on" and a period when they are not.
Leaders must learn to manage and encourage each one, as an individual and not as a labeled entity. I feel, however, that attitude, the willingness to learn and improve, commitment to the organization, and the culture created far outweigh any concept of "franchise player" you may develop. Treat all of your people right and have the courage to get rid of those bad apples that will poison the basket.
I don't think it's about the label or even the categorization, Bob.
It's about making decision-making a more informed exercise.
How else might one "know exactly who the most talented and essential team members are across the organization" when you need to make key decisions about who to retain?