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PCCA Journal|3

rd

Quarter 2015

10

and energy, but the payoffs are great. The three main steps

in building a high potential program with a clear strategy

are:

• Clarifying competencies,

• Identifying high potentials, and

• Building the high potential program.

Clarifying Competencies

When building a high potential program, organizations must

first identify the specific competencies required for success-

ful leadership. Competencies are different from the basic job

duties that you might find in a job description. The most

effective competency framework identifies the specific skills

and traits that separate the highest performers from aver-

age performers. While it may seem like an easy step to skip,

establishing clear criteria for success informs the rest of the

high-potential program. If we truly understand what differ-

entiates the success from average performance, then we can

begin to evaluate and develop candidates in these key areas.

Though every organization is different, competencies

such as talent management, effective communication, self-

awareness, and results-orientation might represent a few that

are critical for a high-potential leader to master. For example,

if an organization identifies the need for high potentials to

provide deep and meaningful feedback, this guiding compe-

tency will help clarify expectations for what high potentials

must master in their roles and beyond. Once competencies

have been identified, organizations can start to develop these

competencies in their high potentials (through executive

coaching or training, for example). Achieving these compe-

tencies should define success in one’s role and future career

trajectory.

High-Potential Identification

Top organizations expend a great deal of effort on effectively

identifying their high potentials. Knowing that not every

employee is a high potential, how can you identify these in-

dividuals? The most effective method is to assess candidates’

performance and potential objectively. This is critical because

in the absence of an objective process with clearly identi-

fied criteria, subjectivity, and favoritism tend to creep in. An

objective identification process allows firms to separate out

current performance levels from future potential. Current

high performers may be great contributors to the organiza-

tion, for example, but they may have relatively low potential

for future growth. Likewise, current midlevel performers

may have great potential for future growth with the proper

training and development. Without a close examination of

different candidates, we could invest in developing the wrong

people or miss an opportunity to develop a future star player.

Indicators for potential often include learning agility, a pas-

sion for increased responsibility, and self-drive.

Assessing high potentials also requires a closer look at how

each individual aligns with the organization’s overall purpose

and values. Many companies get into trouble by promoting

individuals who may be great performers but are fundamen-

tally misaligned with the organization’s stated purpose and

values. This can demoralize other individuals who recognize

the disconnect. To achieve success, organizations develop-

ing a high-potential program must ensure that the candidates

closely align with the vision and culture of the organization.

Having both current and future leaders who walk the walk is

a foundational element of shaping a strong culture.

High-Potential Program

Once the organization clearly identifies the required compe-

tencies for each leadership position and identifies its high-

potential leader group, the next step is to build a compelling

and skill-enriching high-potential program. This program

should be designed to move the participants from their cur-

rent state to a desired future state. Many organizations create

unnecessary issues for themselves by cloaking the high-

potential program in secrecy. Instead, the program should be

fully transparent across the company, including information

about the participants and the selection process. When orga-

nizations invest a great deal of time clarifying competencies

for success and identifying leaders based on clear and objec-

tive criteria, those who are/aren’t included in a high potential

development program appreciate the rigor of the approach

and tend to agree with participant decisions. Greater trans-

parency can also be a great motivating tool to more individu-

als interested in what they need to do to be included in the

high-potential group. This may inspire them to take a deeper

look at their own levels of performance.

Because high-potential programs face insurmountable

challenges when top leaders aren’t involved, the programs

must have the right levels of executive and senior leadership

support. Senior leaders will need to assist in the process of

identifying the high potentials, communicate the strategy of

the program to the high-potential group and the broader or-

ganization, and play an integral role in the various stages of

the progress. A high-potential program also requires commit-

ment from key leaders, especially in the early stages. Internal

champions must manage program logistics and ensure the

Developing Your High-Potential Leaders

Continued from page 9