One of the greatest resources of any organization is talentfrom the front line worker through executive leadership. Talent comes in many forms and each team member brings a unique construction of reality. Some talent is obvious; other talent requires cultivation, motivation, and support. Some talent barely performs yet remains employed while other high performing talent remains unrecognized. Leaders must recognize and manage both ends of this diverse spectrum in order to achieve organizational success.

To Prepare

• Review the Learning Resources.
• Consider the unique talents and contributions that may help a leader recognize his or her vision.

By Day 3

Post by Day 3 an evaluation of unique talents and contributions of others that can help a leader to recognize his or her organizational vision. How do you influence the behavior of the unwilling, unconcerned, or unmotivated? Give examples from your own leadership experience.

Required Readings

Clawson, J. G. (2012).
Level three leadership: Getting below the surface (5th ed.). Upper Saddle River, NJ: Prentice Hall.

• Chapter 15, “Power and Leadership: Leading Others” (pp. 197–209)
• Chapter 21, “Leading Teams” (pp. 265–282)

Simmons, A. (2006).
The story factor: Inspiration, influence, and persuasion through the art of storytelling (2nd). Cambridge, MA: Perseus.

• Chapter 7, “Influencing the Unwilling, Unconcerned, or Unmotivated” (pp. 157–180)

Axelrod, B., Handfield-Jones, H., & Michaels, E. (2002). A new game plan for C players. Harvard Business Review, 80(1). 80-88.