Mastering the Art of Recognizing and Utilizing Talent

Introduction

In corporate management, understanding people is a crucial skill. As a manager, you need more than just strategic vision and leadership abilities; you must also excel at recognizing and comprehending the true nature and potential of every employee. This skill is not just about finding the right talent but also about leveraging the correct methods to maximize team potential and drive sustained organizational growth. Understanding people is a complex and nuanced process that requires deep analysis from three dimensions: details, interests, and time. This article will explore three methods to understand people and provide four effective strategies for utilizing talent, helping managers apply these techniques in practice.

Three Methods to Understand People

So, how can we understand people? I believe we can start from the following three aspects:

1. Understanding Through Details

When we get to know someone, it’s crucial to observe what they do rather than what they say.

For instance, during an interview, I listen to candidates describe their impressive resumes but don't solely rely on them. Everyone tends to "enhance" their resumes. I pay close attention to the details, especially those who seem "impressive." By "impressive," I mean their mental state, not their appearance. Someone with a vibrant spirit and self-discipline often has higher standards and expectations for themselves.

By investing effort in hiring, focusing on self-driven individuals, management becomes less troublesome.

Observe how a person treats others daily. Some people show one face publicly but another privately. As highlighted in the essay "Against Liberalism":

“They irresponsibly criticize behind the scenes instead of actively offering suggestions to the organization. They avoid direct confrontation and instead spread rumors and gossip behind others' backs.”

People who praise others in person but criticize behind their backs are questionable in character. Conversely, those who question directly and are honest behind the scenes are sincere.

2. Understanding Through Interests

We can also understand people through their interests. Some people appear to have broad visions and claim to act for the company's benefit. Yet, when conflicts of interest arise, their true nature surfaces.

They might undermine company policies and standards to achieve their goals, finding loopholes and ignoring rules.

For example, we once had an employee with great potential whom we eventually fired. Why? Because this employee, driven by vanity, fabricated performance data through dishonest means.

If assessing a manager, observe their choices in the face of interests. Do they monopolize benefits or share them with the team? Their decisions reveal their true character and vision.

3. Understanding Through Time

Finally, understanding people takes time. Recognizing someone's true nature, responsibility, and leadership requires time. Observe if their actions align with the company’s values over time.

As the saying goes: "A long journey reveals the strength of a horse; time reveals a person's heart."

To utilize talent effectively, test them over time. The more critical the position, the longer the observation.

Many people disguise themselves to achieve certain goals. They may hide their flaws while striving for promotion or completing an order to impress a leader.

But can they maintain this facade forever? As Ren Zhengfei said: "If someone pretends to work hard their whole life, it becomes genuine effort." However, if their character is flawed, it will eventually surface under the scrutiny of time.

Time also serves as a refining stone. Observe how someone responds to challenges or unfair treatment. Their reactions will reveal their true essence.

Four Methods to Utilize Talent

Not only should you understand people, but also know how to utilize them. How can you utilize talent effectively?

1. Do Not Employ Those with Poor Character

Character is the foundation of a person. Without principles or correct values, one cannot go far.

First, evaluate character when hiring. Regardless of their abilities, if their character is flawed, they should not be hired.

The more capable a person with poor character is, the greater their negative influence in the organization. They can spread bad behavior, becoming a detrimental force.

If anyone crosses the line, they must be decisively dismissed.

Jack Welch, former CEO of General Electric, said: "A single personnel change speaks louder than a hundred speeches about what actions are important."

When you fire someone, it clearly communicates the values and expectations to the team.

2. Limit Those with Minor Flaws

Some individuals may have minor personality flaws despite having good character. What should be done?

Zeng Guofan advised: "Do not abandon a person’s virtues because of small flaws."

No one is perfect. Everyone has minor shortcomings. However, do not forsake their strengths because of these flaws.

As a manager, identify and utilize their strengths while mitigating their weaknesses, ensuring these flaws are not detrimental.

3. Cultivate Those with Good Character but Lacking Skills

Some individuals may have excellent values and loyalty to the company but lack skills.

These individuals can be nurtured. Under your guidance, they can become outstanding employees, driven and aligned with company goals, leading to good performance.

In my management career, numerous cases have proven that those with good values achieve better results. Conversely, poor performance often stems from employees with problematic values.

4. Boldly Use Those with Both Character and Skills

For top talents, empower them boldly.

In "Empowerment," the author states: "Empowerment is essentially about delegating power and responsibility to team members, making them masters of their work."

Where possible, delegate authority boldly. However, ensure responsibility matches the power. Sometimes, decisions and responsibilities are not aligned, with decision-makers not being accountable, and those responsible lacking authority.

This results in credited successes going to decision-makers while failures are blamed on executors.

Therefore, for top talents, delegate authority boldly and ensure responsibilities match.

Conclusion

The greatest skill of a leader is understanding people. Learning to understand and appropriately utilize people is the beginning of advanced management. Through meticulous observation and long-term assessment, managers can uncover the true characteristics of employees and devise strategies to maximize their potential in suitable positions. By implementing effective strategies for understanding and utilizing talent, organizations can build a highly efficient and harmonious team, driving continuous progress and success！