This concept of "talent" and its appropriate productive use is getting a lot of attention in various books and periodicals. Jim Collins in his book, "Good to Great," talks about having the right people---in the right seats---on the bus. Why? Having the most talented people to perform particular jobs is critical to an organization's success.

Most organizations don't have the right mix of people--talent---assigned to the right roles. And, to exacerbate the problem, they're burdened with too many people who, for various reasons, should no longer be employed by the company. The unavoidable consequence is that the organization is seriously inhibited in its drive to achieve its strategic objectives.

This potential-limiting condition can be overcome through effective talent management. This practice must be deeply imbedded in the corporate value system, touted by its leaders and enforced by its managers. Note that talent management is not a human resources issue; it's a leadership and management role. Human resource professionals have a part to play, but its not their game.

Sears begins his book with a vital section on the relationship between talent strategies and business strategies. They are inextricably linked; success at one strategy is interdependent with success in the other. It is obvious that attracting and engaging the right talent at the right time is essential.

In my work as a strategic business futurist concentrating on workforce and workplace trends, I have forecasted that the management of this linkage will influence the very survival of organizations. In our book, "Impending Crisis: Too Many Jobs, Too Few People," we sounded a wake-up call for corporate leaders about the severe shortage of skilled labor coming in this decade. A major part of the solution---to avoid extinction---is talent management, and Sears teaches the process in his book. There is a clear and powerful congruence between anticipated challenges and recommended solutions.

Sears addresses how to build, deliver, and measure talent strategies in the second section of "Successful Talent Strategies." From his perspective as a consultant with significant experience in the human resource field, explains, with ample examples, just how talent management works. Charts and graphs illustrate the journey, with the message continually connected to corporate strategy. The message is that talent strategy is driven by corporate strategy. The acquisition and application of talent, inside and outside the organization, enables leaders to achieve desired results.

This insightful how-to book will take some concentration to read and "get." Not every leader nor experienced human resource professional will be able to fully immerse and gain the considerable value of this book. But that's what separates people who make things happen from those who wonder what happened. The convergence of trends will move us along at an increasingly rapid pace. If you want to be one of those who makes things happen, by understanding, developing, and applying cohesive strategies, read this book.