The document contrasts a traditional paradigm for managing people with a talent-based paradigm. The traditional paradigm treats all people equally, believes anyone can excel with training, focuses on remediating weaknesses, and promotes based on current job performance. The talent-based paradigm believes excellence requires innate talent, selects for talent diversity, develops strengths, promotes based on talent for new roles, and relies more on performance than evaluations or seniority. It also discusses defining talent versus advantages and outlines a process for identifying talent and fit through interviews and assessments.

1. Talent as Foundation
Skills
Knowledge
Talent
Work Style Influence
Talent
Drives and People Thought
Values Acumen Process

2. Traditional Paradigm vs. Talent-
Based Paradigm
Traditional Talent-Based
• Equal treatment Individual treatment
• Believe anyone can do anything with Believe excellence requires talent
excellence Believe selection is the key to excellence
• Believe training is the key to excellence Manage people individually
• Manage people equally Selection of talent diversity
• Diversity by filling quotas Strong focus on developing strengths
• Strengths taken for granted Create strategies to make weaknesses irrelevant
• Focus on remediating weaknesses In selection, focus on talent, potential and fit
• In selection, focus on skills, experience and Promotions based on talent for new job
education Wide variety of methods accepted
• Promotions based on current job performance Self-managed/self-directed
• Work methods are prescribed Prima donna accommodated
• Control/dictate Rely on performance measurement
• Prima donna punished Accept people for who they are
• Rely on performance evaluation Spend most time with high performers
• Try to make people well-rounded Assignments based on who’s best
• Spend most time with poor performers Expectations based on uniqueness of person
• Assignments based on whose turn it is Recognition tailored to each person
• Expectations are generic Review winning plays and how to duplicate
• Recognition is generic Supervisors encouraged to get close to direct reports
• Review mistakes and how to avoid
• Supervisors maintain distance from direct
reports

3. Talent vs. Advantages
• An M.B.A. Positivity
Nice Home
• A Ph.D. Integrity
• Caring Friends
• Work Ethic Winning the Lottery
Focus
• Responsibility A Problem Solver
• 10 Years of Experience Persuasion
• Family Empathy
Vision
• A Developer
• Athletic Image
• Drive to Achieve
What is a natural ability vs. something attained?

4. (T + Fit) x I = G
Experience SM
PreView
Education Application
Talent Plus
®
Talent
Listening Interview
Fit
DYLT
Talent Interview/
Drug Screen Talent Benchmark ®
Reference Check/Background Check