How does Darwin tie into managing your talent?

Before I knew what technology and human resources were, back in those times when for unknown reasons in childhood we like dinosaurs, I was attracted to archaeology. During those times, Don Jaime already planted the "right priorities"(?) ??: 'First study something that will earn you money and then study the little rocks.' Controversial, because then he should have sent me to study technology ??. But well, back then he didn't have good precedents: I had burned the CPU a couple of times, my nerd gatherings were rare, and we lived in Argentina 2001 (big economic crisis). Besides, no one, not even the vocational counselor, could sway me from my decision to study human resources (stubborn as well as idealistic). But of course, those primary interests seem to eventually emerge at some point in our careers, they appear, they make themselves heard. Sometimes they make themselves heard with a harmonious melody and sometimes they appear behind your shoulder and shout in your ear while you make coffee.

And thanks to listening to that shout, a few years ago I started studying primates and I couldn't be more delighted. It's still a somewhat disconnected discipline, but little by little I'm connecting the dots. So, I allow myself to share this reflection on the study of species evolution and talent management.

I focus only on three key concepts to keep the article short. How do species evolve according to Sir Darwin?

1. High reproductive capacity - of individuals in the population.
2. Genetic variability - through gene recombinations and/or mutations.
3. Natural selection - which does not mean survival of the fittest. There is no one with a magic wand, and there is no inherent merit in adaptation. Natural selection means that from that population of individuals, who are many (1) and diverse (2), at a certain moment and in a specific place, the environment will exert pressure on the individuals and it will result that those with the most useful characteristics for that new configuration (3) will survive.

Example of the Peppered Moths:

About 200 years ago, most of this type of moth were white and the black ones were a minority. During the Industrial Revolution, the white birches where the moths landed, to go unnoticed by their predators, began to darken due to factory pollution. From that moment on, being a white moth was no longer such a cool feature to survive, and on the contrary, being a black moth became fundamental for the survival of the species. Seriously, check out this link .

To sum it up: If there's something revolutionary (and here we go with revolution again) in Darwinian biology, it's the idea of random variation. Darwin said that within species there are populations that, by chance, mutate. And when there's a change in the habitat, those individuals that have previously mutated and it's useful for survival, succeed. Therefore, bringing it to the topic at hand, my invitation is for us to do exactly that with ourselves: bring our own characteristics to the context that is suitable for them.

I don't understand. How does this help me with managing my talent?

Don't be the white moth that, when the air gets polluted, paints its wings black. Fly away from there, fly further where your difference isn't a flaw and your genuine version can fit as the best version for the given context. You can focus on (1) 'reproducing' your knowledge, skills, and other personal characteristics according to your interests (2), which ultimately is what will make you unique and (3) perfect for specific contexts.

You don't have to fit in everywhere, you're not supposed to shine everywhere. There's a place, a context, where your characteristics are talent. We were taught that talent has fixed characteristics and I never tire of proving that, actually, each person's particular characteristics are talent when they are functional for specific tasks, organizational moment, personal moment, available leadership, and team they interact with.

Embrace your interests, embrace your personality, and change it if you want, but not to fit into a generic talent can that, from this side, we've already proven doesn't work.

From my perspective, approaching ourselves with less canned ideas of talent will greatly help us better nourish our professional self-esteem and thus, the organizations we are part of.

Your real talent is welcome.