Talent Magnet: A Review

One of the most satisfying and (I think) productive times of my ministry was when I was selecting, supporting, and supervising a state-wide team of collegiate ministers. I enjoyed the synergy, collegiality, and fun of that experience. As I read Mark Miller’s new book, Talent Magnet: How to Attract and Keep the Best People, I recognized things I did well in that setting and learned some things that I could have done better.

Why concentrate on attracting top talent for your organization? Miller provides a number of reasons, but the key point is that top talent helps to create a dynamic organization. The best people make your organization the best it can be whether it is for-profit, not-for-profit, or faith-based. High achievers push all of us to be better at what we are doing.

Using the “business story” format, Miller provides an added twist by not only telling the story of a company but also the story of teen-agers looking for summer jobs so that they can do contribute to a charitable project with their earnings. Miller identifies three key motivators for top talent in both situations as Better Boss, Brighter Future, Bigger Vision. These are the factors that high achievers seek in the organization. As attested by recent research, it is not all about the money!

Miller addresses two key items that many organizations avoid facing. First, do you really want to tackle this issue and invest the time and resources needed? One character in the narrative states it very simply: “We only solve the problems we intend to solve.” The decision to seek the best people as a means of becoming a better organization must be intentional. This does not just happen. If your organization wants to hire the best people, this must be a clear and non-negotiable goal.

Second, we must acknowledge that people in our organization, especially high achievers, are thinking about their own futures. As one person says, “[T]hey want to know how working here will make them more employable down the road.” While they are contributing in their present setting, they are committed to their own career journeys. Miller reminds us that there is nothing wrong with this motivation as long as the person is providing good service to their present employer while they are developing new skills. Employees who think of each job as a learning opportunity are usually very highly motivated.

This is the third of Miller’s books on developing high performance leaders. All of the books in the series can greatly benefit an organizational leader. Based on sound research and extensive interviews, the book shares workable principles in an easily accessible format. I also recommend Talent Magnet: Quick Start Guide as an additional learning tool.

Disclosure of Material Connection: I received this book free from the author and/or publisher. I was not required to write a positive review. The opinions I have expressed are my own. I am disclosing this in accordance with the Federal Trade Commission’s 16 CFR,Part 255.

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