"Ambition and risk-taking are not easy to develop, but organisational
sensitivity often is."
The Talent Grid has a variety of practical applications. In assessing
potential, the grid can help to determine the directions of development
of (future) managers. It can also contribute to an objective approach
to the discussion of comparing people, for example in personnel planning
and promotion issues. It can be used as a general indication of differences
between people (the axes), but also to identify the finer differences
(in terms of behaviour) between people. Determining the behavioural characteristics
makes it possible to approach the dimensions in an objective and measurable
fashion. The manager can form a good impression of his (future) employee
through criteria-based interviews and observations. The STAR methodology
is often used in this interviewing technique. By posing specific questions
on practical examples and specific situations, tasks, activities and results
(S.T.A.R.) within those examples, quite accurate conclusions can be drawn
regarding the competencies of the applicant or employee. The point is
to collect examples of proven past behaviour as a prediction of future
in selection and development
It appears in practice that the behavioural characteristics, which make
someone a challenger, are not easy to develop. Seegers confirm this: "Ambition
and drive are inherent in your character, if you do not have these characteristics,
they are not easy to develop. Vision is intelligence, intellectual ability,
and therefore also not easy to train" (P-pers 1998, 3; http://www.output.nl).
In contrast, organisational sensitivity is much easier to develop. This
means that a competitor can develop into an innovator, while this is far
more difficult for the facilitator. Therefore, in the selection of high
potentials, it can be recommended that strict selection be done on agreeableness.
As long as the candidate has the ability to empathise, it is quite possible
to teach organisational sensitivity by specific coaching and training.
The Talent Grid also contains recommendations for the development of management
talent. In practice, we often see a competitor, who encounters insurmountable
obstacles, become frustrated and eventually want to learn from this experience.
He is often told and advised to admit that others are right more often,
and to be more flexible in conceding to the wishes of others. It comes
down to the fact that the competitor is asked to display more asset behaviour.
The competitor then (literally) looks in the wrong direction. Instead
of becoming more agreeable, the competitor should actually develop organisational