This is the second and final installment of Shefali's Talent to Value journey. If you missed Part I you can read it here.
In 2012, the Salwan family relocated from Singapore to America. Shefali’s husband, Sumeet, had been promoted as head of HR for Unilever, North America. In a crowded and competitive market, fresh off a financial crisis, establishing a coaching practice felt like a swim upstream, without commensurate returns on impact or gratification. Shefali turned to coaching—for herself.
“Learning to dive in my mid-40s felt uncomfortable. In scuba, you have to exhale more in order to sink. You have to do something that feels against self-preservation.” CEO.works Co-Founder, Shefali Salwan is no stranger to swimming in unknown waters. Shefali has lived, worked and managed change in a dual-career household across three continents. The other “careerist” is her husband and CEO.works co-founder, Sumeet Salwan.
“My career has had its ebbs and flows. At times, I felt like I was in a boat crossing a river and at others, walking along the banks. I have had to pick my battles, and suspend the ego. When you are in the middle of it, it feels messy. Looking back, I realize I have always looked to what brings me meaning and where I can have the greatest impact. This has been my steady compass.”
By Bill Allen & Shefali Salwan
We in HR live with a paradox. Most of us entered the profession because we believe that humans beings can develop and grow. Indeed, we have many ways to measure and mark the progress of individual talents. Yet, even with this data in hand, many of us are still reluctant to take a chance on people. We tend to assume that placing someone who has not already done what we need them to do in a role that’s critical to the organization would be a big risk, one usually not worth taking. This risk aversion only intensifies the issues around race and gender that we see dominating the news today. It is time we seek out risk in our talent management practices.
Value Coaching Insights
with Steve Courington
Steve Courington, in his role as Head of Global Talent Management for a multinational pharmaceutical company, oversaw the introduction of the Talent to Value process across the enterprise. He worked with a cross-functional team to focus on 55 enterprise roles (for which he personally worked on 15 Role•Talent Cards) that were critical to the success of the $50B pharmaceutical. The future value creation from these roles had the potential to increase the company by over 30%. We caught up with Steve in April 2020, a few months after he had assumed a new role as Vice President of Talent, Leadership & OD at Goodyear®.
Welcome to our Team Talks Series. Candid conversations on current events recorded on May 13th, 2020.This week, the three CEO Works co-founders discuss the ongoing dance between optimism and realism, the three drivers of misalignment, and the opportunity in this crisis to shatter rules and fast forward your company.
Watch the complete 40-minute video or read the transcript for details.
Welcome to our Team Talks Series. Candid conversations on current events recorded on May 8th, 2020.
As the crisis continues, building confidence and alignment are imperative.
In this third CEO.works Team Talks conversation, Senior Partners Bill Allen and Hein Knaapen, and Associate Partner Dhaval Bhagat, talk with Shefali Salwan about what is showing up in their conversations with C-suite executives who are leading people through these uncertain times.
Watch the complete 10-minute video or read the transcript for details.
Welcome to our Team Talks Series. Candid conversations on current events recorded on May 1st, 2020.
In this second CEO.works Team Talks (WFH Edition), our founders share several trends emerging in the Talent to Value space in the last few weeks.
On the value side, attention is now on stakeholder alignment, new sources of advantage and opportunity, and new definitions of success. On the talent side, there is a fresh focus on talent alpha, personal sustainability, and productivity, as well as resets in how we work, behave, lead and manage.
Watch the complete 30-minute video or read the transcript for details.
Welcome to our Team Talks Series. Candid conversations on current events recorded on April 16th, 2020.
The current crisis is impacting businesses everywhere.
In response, we are evolving our practice of Talent to Value. As the pandemic unfolds, this series of “Team Talks” will give you an insider’s look at what we are thinking about and doing to help CEOs keep talent connected to value.
In this initial conversation, our founders share what they have observed in the last few weeks on the ground with clients. Watch the video or read the transcript to learn more.
Welcome to part 3 of our New Work of HR series.
In the last installment of the series we discussed the concept of democratizing Talent Management – taking the energy that goes into placing and grooming “Top of House” talent and applying it deeper into an organization. Part 3 discusses the challenges of "democratizing" the talent management process in large organizations.
Welcome to part 2 of our New Work of HR series.
In part 1, our Founders considered their perspectives on Talent and Performance Management within the context of the Jobs To Be Done. Part 2 builds on these insights by exploring how Talent and Performance Management practices must change in order to meet today’s demands of greater impact and growth.