The same goes for the area of emotional intelligence, on which I place a great deal of emphasis. I have actually participated in coaching sessions where people increase their capacity for empathy, their people skills and their self-awareness. So I believe that most of the things I talk about in leadership, aside from drive, are basically competences that all of us are capable of learning if we have the drive and motivation and the necessary IQ in ourselves. This has a lot to do with balance and self and other conditions at work. But there is such a shortage of very talented people, especially in the area of technology, IT, and in various high levels of expertise.
Talented people are at a premium.
A relationship with these people is incredibly important because it is a different kind of relationship than you have had in the past. These are people who really don't need to be driven or to be pushed - the basic thing is they want a place to work where they can deploy their talents. Therefore I think how they are dealt with, how they are treated is profoundly different. In fact, the leaders of many of these groups have to abandon their own egos to nurture the talents of the people working for them, who in many cases know far more than they do. As we see more and more people of this ilk coming into the workforce, I think it is going to necessitate a change in how these relationships are forged and formed, and how we develop loyalty within that framework.