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Emphasises the close links between how a company manages its talent and lasting business success.

This paper aims to argue the case for effective talent‐management policies and practices. It also aims to describe the case for the Life Alignment Curve®, which is a process of change that high achievers can go through, learning more each time, so they can reposition themselves for the next interesting challenge.

The paper reveals that, to make the best of talent at all levels of an organization: the working culture needs to promote success behaviors; managers need to understand their role as talent scout; and high performers need to be given their head and supported to deliver innovative solutions.

The paper warns organizations against taking great technicians, accountants or sales people out of what they do well, to reward them with a management job they cannot do or do not want to do. It argues that these reluctant managers no longer deliver the exceptional results that delighted them and their boss, leave talented people to languish or move to a better manager elsewhere and ignore under performance, as this tough job is beyond their people skills, so they do not even try.

The paper warns against allowing the practicalities of the business to take over, especially in challenging times, so that people development goes on to the back burner, affecting performance management, reducing creativity and increasing recruitment costs.

The purpose of this paper is to understand the elements of a success culture that serves both people and the business.

The paper explores the style of cultural, management and personal development that supports successful people. The research is based on in‐depth interviews with serial achievers plus long‐term experience of working in successful and failing cultures.

The research finds the five fundamentals for success, plus the seven behaviours that drive people to achieve their desired outputs. Embedding these behaviours into a business culture supports exceptional achievement. Also, developing an understanding of what drives success will ensure that companies provide appropriate individual support to their high achievers.

Future research could look at the specific impact of building an inspirational manager community in a business workplace on levels of company and personal success.

For companies to build a consistently successful business, they need to make the best of their high achievers. This requires a strong and constructive management community, made up of people who enjoy the challenge of developing talent and have adequate levels of emotional intelligence. It also demands leaders who role‐model the importance of the success behaviours and reward creative failure as well as obvious success.

The new findings relate to the five fundamentals and seven success behaviours as outlined in The Psychology of Success. This information provides a new approach to success and is highly relevant to twenty‐first century business.