RainmakerThinking is proud to present exclusive excerpts from Bruce Tulgan’s new book, Winning the Talent Wars (coming soon from W.W. Norton).

Your traditional power as a manager is gone. Never mind recruiting and retaining the best people. How do you manage the people on your team, drive their performance, and hold them accountable every day when they have so much negotiating power?


Your traditional power as a manager is gone.
  What's even worse than losing a valuable individual on your team? When remaining team members realize that it would be easy for them to leave too...and they begin to appreciate what that would cost your organization in time, energy and money. Each remaining person on the team feels more valuable. Suddenly they are aware of how much power they have in the employment relationship. Each person starts pushing for a better deal: This one wants more money. That one wants a different schedule. Another person wants to trade in her responsibilities for a whole new set. This one wants to be included in high-level meetings. That one wants to attend a particular training program. Still another wants to start telecommuting...from a thousand miles away. Soon you find yourself pressed to negotiate about the most basic terms of employment on an ongoing basis with just about every person on your team. Of course, the people you need the most have the most negotiating power, and they know it.

The power you've lost has a very deep source, so deep that it is not immediately apparent. In the workplace of the past, managers had power over people precisely to the extent that those people bought into the old-fashioned model of success. According to this model, if you were a successful person, you hitched your wagon to the star of an established organization, paid your dues, and climbed the ladder. Not every successful person worked for the same employer for decades on end. Still, that was the default presumption. That's what success looked like. And that's what most of the best people aspired to.

What you need if you are going to get your power back is a whole new set of flexible management practices designed to embrace free-agency, work with the fluid workforce, maximize market-driven employment relationships and help you to start winning battles in the talent wars. Make the transition to the new economy, with or without your boss, with or without the company where you work. You can't change the whole business all by yourself. So what? Change the way you are doing business right now. Become the leader who can always mobilize the best team for any project anywhere, anytime. If you can become that leader, you will be so valuable on the open market that you'll have absolutely nothing to fear. Sidestep rules if you have to. Don't ask for permission. Just make it happen. You will, no doubt, alienate those who are digging in their heels and resisting change. Whatever. They are obsolete. Avoid them.

Ultimately you can't separate your role as free agent from your role as manager. As soon as you are willing to walk away, you have all the power you need to do everything you need to do. Who's going to win the talent wars? I'm going to tell you the ending of the story right here, right now. Talent wins. And that's good news because that's you.  

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Cynthia Conrad, Managing Editor
E-mail: cynthiac@rainmakerthinking.com
Ph: 203.772.2002 x106
Fifty-ninth Edition, September 22, 2000
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