Ten years after publishing its research on the War for Talent, McKinsey produced follow-on work reemphasizing the need to make talent a strategic priority. Despite launching expensive programs to attract and retain talented employees, many senior executives remain frustrated with the results and admit their own failure to pay close enough attention to these issues. The following statement captures the underpinning of any effective talent strategy:

What’s needed is a deep-rooted conviction, among business unit heads and line leaders, that people really matter — that leaders must develop the capabilities of employees, nurture their careers, and manage the performance of individuals and teams.

Simply put, leaders are responsible for developing the talent in their organizations. Yet, while many acknowledge its importance, few deliver the coaching and training at scale to develop their people.

Recently, PDI Ninth House published its research on the ability of senior-level leaders to develop their employees. The study found that as leaders move up the organization, their ability to develop others decreased — even though they readily recognize its necessity at every level. In fact, the responsibility for coaching and developing talent persists while the expectations and context for leaders change. The research sheds light on a glaring gap in what everyone agrees is one of the most important competencies of leaders: their ability to build talent.
Cori Hill is the Director of High-Potential Leadership Development at PDI Ninth House and co-author of Developing Leaders and Organizations Through Action Learning. I spoke to her about this research and learned that this disconnect is caused by a set of interrelated issues, including but not limited to:

Time. It’s scarce, and urgent tasks have a tendency to consume it. Leaders who aren’t disciplined in their priorities will be subject to daily crises that interfere with activities that are part of a long-term investment in people.

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Source: Forbes