People walk by greatness every day; Bilbrey shared a story from the Washington Post, called “Pearls Before Breakfast” in which Joshua Bell a world-renowned concert violinist, played his violin in a busy metro station. While the night before people paid for pricey concert tickets to hear Bell play, in the metro station, thousands of people walked on by, because Bilbrey explained, it was an “ordinary setting, at an inconvenient time.” Greatness in business talent is overlooked daily for similar reasons, stated Bilbrey. How do we “transcend ordinary circumstances?” Bilbrey challenged leadership to not overlook greatness from “ordinary” talent who are really extraordinary in many ways.

To tap and energize talent potential, Bilbrey explained why it is important to:

• Understand the systems and processes that support extraordinary performance
• Learn how inspirational conversations can cultivate the development of great talent

Bilbrey continued to share best practice strategies to elevate the workforce’s energy, and enthusiasm, and how developing great talent maximizes organizational results.

Why don’t people see greatness? Actor Christopher Reeve was quoted to have said that, “people who are walking are more paralyzed than I am.” Bilbrey explained that “blinders” limit leaders from seeing ordinary greatness in everyone.

One blinder is called “compartmentalization”- this means we have preconceived notions and expectations about what talent can achieve, that limits their contribution. Behind compartmentalization are preconceived notions and opinions formed without adequate evidence. Personal bias may not be conscious- for example when accomplished singer Susan Boyle first appeared on TV, based on how she looked no one expected her to sing so well. And lastly, busyness distracts leaders from looking around and noticing acts of ordinary greatness. Again, Bilbrey challenged leaders to not let people leave at the end of the day doubting the difference they made.

To understand the systems and processes that support extraordinary performance, means focusing on culture and leadership. Obviously, these two catalysts are not mutually exclusive. Bilbrey elaborated on the next slide…

Mapping out the effect leadership and culture have on talent performance helps drill down and identify attributes to sustain, develop and eliminate, as depicted above from a case study organization. Cultivating a culture can be accomplished by articulating current attributes, and incorporating new attributes that will be relevant for the future. In the above map, reading the rows across connects related organizational strategies to visible leadership behaviors and actions.

When organizations reflect on their cultural attributes, they align these attributes to tap “ordinary greatness.” A litmus test is checking in with top leadership and at talent levels throughout, for consistency regarding the top few priorities of the organization. Committed communication, especially face to face, makes this consistency possible and energizes people on aligned goals. Bilbrey pointed out that it’s important to not overlook connecting systems and processes, because systems and processes can prevent people from doing their best work. She recommended asking people, “do you have processes, equipment, info to do your job? “

Relationships are built on trust. When leaders create the context for leveraging greatness so that everyone works to the best of their ability, a central behavior is a “servant leader mindset.” Bilbrey explained, “To lead is to serve… connect the best of who you are with the best in others.”

Will Rogers has stated, “people’s minds are changed through observation not through argument.” When leaders arrive late for meetings, it sends the signal that others can do the same. On the other hand, when leaders have conversations with staff, asking open-ended questions about staff’s perspective and their related contributions, draws out their greatness.

Research by Zero Risk HR, called “Workforce Tomorrow,” examined organizations that used behavioral-based assessments for leadership and talent selection, and these organizations reported 11% less turnover. So selecting for engagement is important to draw out and reinforce greatness in everyone.

In a related webcast poll conducted by the Human Capital Institute, querying whether “employee ideas on how to improve department and organizational performance are actively encouraged,” only 39% of respondents agreed. Bilbrey recommended, to capture talent ideas, ideation initiatives and recognition programs go a long way. Use formal and informal recognition, make it specific and personal, explained Bilbrey, because typically over 50% of people report they experience “too little” recognition. Bilbrey added that “accountability without engagement and recognition equals punishment,” from talent’s perspective.

In a webcast poll conducted by the Human Capital Institute, only 30% of respondents agreed that “Employees in my organization are evaluated not only on performance but also on potential.” Bilbrey explained if you’re not looking at potential, how can you motivate effectively?

In addition to the motivation questions listed above, here are some supporting developmental questions to explore talent strengths and opportunities:

• What do you consider your greatest strengths?
• What areas do you feel are not your strengths?
• When your peers give you feedback about what they have observed about you, what do they say you do best?
• Likewise, what are two areas your peers might indicate you could do better?
• If you were promoted tomorrow, what might your peers list as the reasons you were promoted?

The aspirational questions provided above can make the performance appraisal experience one that includes development plans. The amazing outcomes from talent commitment and engagement make the culture come to life, as leaders draw out greatness in everyone. Bilbrey cited a Zero Risk HR research study that organizations that have leadership development programs in place experience a 15% overall increase in talent retention.

Aspirational questions help to make sure that talent skills remain relevant in an ever changing business environment. Talent management practices created with business strategy in mind, aligned with business needs, and that develop and recognize talent greatness are an important role of every leader. One might say simply, that, there is no one great leader, but there is greatness in everyone.