#001: The Talent War Authors – Mike Sarraille and George Randle
What can business organizations learn from the military when it comes to talent management and leadership development? Those who have been in the trenches, leading people through some of the most difficult and risky missions in the world know that people are everything. Mike Sarraille and George Randle are two of the authors of The Talent War, an incredibly insightful work that examines the parallels between the talent management practices of special operations forces and the most successful organizations in the world. Aiming to empower small and medium businesses to achieve excellence every day, Mike and George founded the Talent War Group, a cadre of highly-experienced SOF leaders and business executives who understand the critical importance of human capital management. Listen in as they share some of the principles they talked about in their book as they join Fran Racioppi on this first episode of The Jedburgh Podcast.
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Unknown to many, the way military picks and handles its people is very much like how a business hires and manages its team members. These fields empower people on one shared factor: giving more attention to character rather than skill alone.
Mike Sarraille and George Randle, two Navy SEAL veterans, dedicate their post-military careers to this concept, writing the book The Talent War and building the community The Talent War Group. Through their collaboration, they bring the military mindset of getting the right people for a particular job into the business scene. This focuses not necessarily on what they can do but the mere potential to deliver well and be willing to undergo that needed training curve.
They drive the message home by emphasizing how special operations in the military require the longest behavioral interview to recruit the best individuals. And even when chosen, the assessment process continues well into the operation itself.
Reflecting the same concept to the business sector, Mike and George underline the importance of looking for transformational leaders who are willing to invest in the people within their teams and promote personal growth. In contrast, transactional leaders who only think about themselves and simply getting the job done must be avoided at all costs.
The duo also highlights the power that entrepreneurs can harness by having a disruptive mindset, or those willing to disregard the siloed world rampant in corporate America in favor of easier and far more rewarding processes. If leaders cannot open themselves to new things that are ultimately for the better, disruptive leaders must either accept the fact that they have embraced mediocrity or just resort to causing changes even in small degrees that still matter.
Finally, Mike and George delve into the path to success by embracing risks and failures along the way. If one believes that they have not failed ever, or don’t think they will ever fail, it proves how much work is needed in terms of self-reflection, humility, and resilience.
This boils down to the Whole Man concept, which reinforces the fact that working with people is always more than what their skills are or what’s written on their resume, but the entire package of the human person. And this involves the overall character, which has a weight more than anything else.