04th June 2025
The Uncomfortable Reality – You Need to Make Room for Talent
Talent strategy is not just about acquiring the best people; it’s about making space for them.
Yet, in most organisations, space is a scarce resource. It’s easy to agree that underperformers should go. The real (read uncomfortable) talent challenge is moving solid B Players to allow high-potential executives to rise or to secure and place an elite external hire before the competition does?
Many leaders acknowledge the importance of succession management and talent acquisition, but few act decisively. The hesitation is understandable, loyalty, disruption, and cultural resistance all play a role. However, the brutal truth remains: if you want your organisation to thrive, you need to make room for exceptional talent.
Moving a Solid B Player
B Players are reliable, steady contributors. They show up, deliver, and uphold your organisation’s values. But sometimes, they create a ceiling, blocking the path of emerging leaders.
Here’s the uncomfortable reality: keeping a B Player in place may feel fair, but in some cases, it could be limiting future success. Making the tough call to shift someone out, reposition them, or even let them go is a leadership challenge that requires both strategic thinking and courage.
This is not an indictment of B Players; it’s a recognition that talent decisions must prioritise organisational impact over individual comfort. If you have a high-potential leader who needs critical exposure, or if external market forces necessitate a game-changing hire, you must act accordingly.
External Talent – A Competitive Advantage You Can’t Ignore
Exceptional external talent can transform your business, but only if you’re bold enough to bring them in when the opportunity arises. Hoping an exceptional person will apply to join your organisation when you have a vacancy is not a bankable talent strategy. Some leaders hesitate, worrying about disrupting the current team dynamic. Yet, if you don’t act, someone else will.
Smart organisations don’t wait for roles to open; they hire strategically. That means bringing in leaders who will elevate the organisation, even if it means increasing headcount, spending more on compensation or rearranging existing talent to make space. Whether it’s securing an elite executive to out manoeuvre competitors or injecting fresh leadership to spark innovation, the risk of inaction is often greater than the risk of disruption.
Strategy vs. Execution – The Real Battle
The strategy itself is simple: make room for talent. The execution? That’s where things get tough.
Loyalty, inertia, and cultural resistance all make these moves difficult. The emotional side of leadership is often underestimated, deciding to shift a steady performer or integrate an outsider isn’t just a business choice, it’s a human one.
Yet, leaders who delay these decisions risk stagnation. Execution requires more than just strategic intent, it demands the discipline to act and the courage to make difficult calls.
No Growth Without Change
Talent is the lifeblood of any organisation. Whether you lean towards a Build or Buy strategy, growth is only possible if you actively manage your talent pipeline. And sometimes, that means making space for the leaders who will drive your business forward.
The uncomfortable reality? You don’t just need talent. You need to make room for talent.
Justin Miles
Categories: Uncategorised
