PCCA Journal|3
rd
Quarter 2015
11
right content and learning opportunities are present.
Each high-potential program will look different and be
designed to support the larger initiatives and strategies of
the organization. Most effective high-potential programs use
a variety of developmental options. For example, they may
send their high-potential group through formal training ses-
sions (either internally or externally), pair high potentials up
with an executive coach, or develop action-learning initia-
tives or stretch assignments. Regardless of the format, con-
sistent, clear feedback is a hallmark of great high-potential
programs.
Preparing for the Future
Developing an effective high-potential program requires an
investment of time, energy, and resources, both initially and
ongoing. Some organizations in the industry have delayed
this first step, with the mindset that they’re too busy getting
work to spend time on internal initiatives. Those organiza-
tions will face great challenges winning the war for talent
and will play catch-up to those organizations that have
already started. The most forward-looking companies rec-
ognize that to retain their top talent, they need to invest in
developing the next generation of leaders. As the Baby Boom-
ers continue to leave the industry, organizations will need to
rely increasingly on younger workers to step up and take on
levels of increased responsibility. If you aren’t preparing your
next generation of leaders for that responsibility, you can ex-
pect to face great challenges in the not-too-distant future. The
time to start developing your high potentials is now.
Tim Tokarczyk is a consultant with FMI Corporation. He can
be reached at (303) 398-7222 or
ttokarczyk@fminet.com. Em-
ily Livorsi is a staff consultant with FMI Corporation and can
be reached at (303) 398-7216 or at
elivorsi@fminet.com.
Reprinted with permission from FMI Corporation, (919) 787-
8400. For more information, visit
www.fminet.com.
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