High Potentials and Crazy TalkKevin D. WildeJanuary, 2013

www.kevinwildeonline.com

Taking GOOD notes …

• “Working Knowledge” ColumnTalent Management Magazine

www.talentmgt.com

• Dancing with the Talent Stars:25 Moves That Matter Now

– Talent Management– Learning Strategies– Executive Development– HR Excellence

www.amazon.com

• Collection of book chapters, etcwww.kevinwildeonline.com

The #1 job of a High Potential isn’t to contribute to the business or build personal capabilities.

The #1 Job of a High Potential is to find other high potentials.

Hire For Potential

Defining it isn’t hard.

PERFORMANCE

Potential

A study of leadership behaviors + potential judgments

Big Differences Seen In LeadershipEffectiveness Of Promotable Incumbents

360

Scor

e

3.70

3.75

3.80

3.85

3.90

3.95

4.00

4.05

4.10

MostSuitable

Expandable PromotableDirectorsOfficers

Potential: AcceleratorsSubset of Leadership Competencies which are most directly correlated to potential, bundled in 3 observable traits

1) Sees the future– Sets compelling sense of direction– Develops winning strategies– Anticipates problems

2) Navigates the organization– Influences the organization by breaking

down barriers– Collaborates across boundaries

3) Invests in people– Provides employees coaching and feedback to enhance performance– Builds a strong team

Look for those, IF ANY, that are consistently recognized as key areas of strength for this employee

Case Study:What to do about Jose, Edward and

Christina?

Talent Assessment Framework

Talent Assessment

Performance Over Time

Results“The What”

Behaviors“The How”

Potential*

Accelerators Learning Agility

• Business results• Performance against

objectives

• GMI Leadership Model • Sees the future• Navigates the organization• Invests in people

• Results Agility• People Agility• Mental Agility• Change Agility

*aspiration and willingness to move up should be considerations in final assessment

Absence of Derailers

• Lacks Org Savvy/Influence• Lacks Executive Presence• Lacks Strength in Key Skill

• Hasn’t Developed Strong Team• Cracks in Character• Lacks Strength in Both Strategy & Execution

Case Study Part 4Read Part 4 of your case study materials

and answer the discussion questions:

1. Which of the 3 employees would you choose for this open position? What factors contributed to this decision?

2. What will you do to continue to develop the 2 employees you do not choose for this open position?

3. What would be the next assignment for each of the 3 employees after the Region Sales Manager role?

Don’t Let Hi Potentials Manage Their Careers.

Cross-Training

Mentors & Sponsors

No-Stick

Tooth-Pick

Golden Brown

Avoid making a Hi Potential Feel Special.

BalanceIndividualandthe PerformingTeam

Individual Development Plan

• Everyone has one • Separate from

performance appraisal• Ask about it in Climate

Survey

INDIVIDUAL DEVELOPMENT PLAN FORM

Name:

Date:

PROFESSIONAL GOALS/MOTIVATIONS

TALENTS OR STRENGTHS

DEVELOPMENT OPPORTUNITIES

FOCUSED IDP OBJECTIVES AND ACTION STEPS

Career Planning Example

Note:Other Roles Removed

Note:Other Experiences Removed

% FAVORABLE

99 02 03 04 05 06

70%73% 73%

75%77%

80%

82% Agree

“I believe I have the opportunity for personal growth and development.”

Executive Derailment Study

Derailment Lessons Learned

Hi Pots Finding Hi Pots Builds a Stronger Pool

Derailment Lessons Learned

Invest in Study, Calibration and Training

Derailment Lessons Learned

Bring strategic perspective, creative options and personal mentoring to guide

Hi Pot growth

Derailment Lessons Learned

Balance Star Treatment with Star Teams

www.kevinwildeonline.com