Some managers are more successful than others in managing people, projects, and organizations. Talented managers provide a tremendous competitive advantage to their organizations. Is there a secret behind high performance management? What is behind the managerial talent? Can managerial ability be developed, and if yes, then how and to what extent? What do well-known and highly successful managers have in common? This workshop will serve as a comprehensive resource on all aspects of managerial talent.


What is it?

  • Who is a talented manager?
  • On a difference between management and leadership
  • What do talented managers, both in public and private sectors have in common?
  • Transferability of managerial talent across a variety of domains

What Are Critical Ingredients of Managerial Talent?

  • That unique vision thing
  • Rely on strengths, compensate for weaknesses: metacognitive abilities
  • Trust your intuition: extracognitive capabilities
  • Be wise: dialectical capacities
  • Optimism is desirable

How to Identify, Develop, and Keep Talented Managers in Your Organization

How Talented Managers Build Effective Teams:

  • Successful HR Strategies
  • HR planning
  • Performance appraisal
  • Recognition systems
  • Career management

How Talented Managers Run Teams: A Legacy of Famous Managers

  • Have fun: when, why, and how?
  • Empower team members: the working practices
  • Grant freedom in work
  • Reward the team as a whole

. . . and more strategies

How Talented Managers Lead Projects: The Best Practices from Well-Known Managers

  • Find the right people: how and where
  • Match people with the right tasks
  • Provide constant feedback
  • Concentrate on execution: working metacognition
  • Do more with less: creativity in action

. . . and more practices

How Talented Managers Run Organizations: Working Approaches of Great Managers

  • Build a good team of senior managers (Andy Grove and Intel)
  • Delegate them power (Adam Osborne)
  • Execute on promises (Richard Branson and Virgin Group)
  • Overdeliver (Michael Dell and Dell Computer Corp.)
  • Do not use all opportunities (Michael Dell and Dell Computer Corp.)
  • Avoid micro-management (Larry Ellison and Oracle Corp.)
  • Establish multiple mechanisms for search of managerial talent (Akio Morita and Sony)

. . . and more approaches

Summing-up ‘Know-Hows’ of Managerial Talent


  • What ingredients constitute managerial talent
  • How talented managers manage teams, projects, and organizations
  • How to assess managerial talent
  • How to identify and develop your managerial talent
  • Where and how to find potential managerial talents
  • What conditions are necessary and sufficient for making managerial talents in your organization flourish
  • How to keep managerial talents in your organization
  • How to manage talented managers
  • How to deal with your less talented colleagues-managers and top management


  • Individuals wishing to have a successful career in the public or private organizations
  • Executives with an interest in developing their managerial talents
  • Project managers or teams leaders wishing to maximize return on teamwork
  • Top talent identified for development as per succession plans
  • Managers who are promotable
  • Directors with increased responsibilities or expanded roles
  • Managers, experienced or new, who want to develop their leadership competencies
  • Recruiting or staffing officers who want to ensure the hiring of top talent
  • HR planners, managers, or generalists
  • Politicians wishing to improve their managerial abilities
  • Any person who wants to climb the ladder in the administrative hierarchy