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High potentials and crazy talk

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Four counter intuitive observations on how to build and leverage high potential talent for effective talent management today.

Published in: Business

High potentials and crazy talk

  1. 1. High Potentials and Crazy Talk Kevin D. Wilde January, 2013 www.kevinwildeonline.com
  2. 2. Taking GOOD notes …• “Working Knowledge” Column Talent 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, etc www.kevinwildeonline.com
  3. 3. The #1 job of a High Potential isn’t tocontribute to the business or build personal capabilities.
  4. 4. The #1 Job of a High Potential is to find other high potentials.
  5. 5. Hire For Potential
  6. 6. Defining it isn’t hard.
  7. 7. A study of leadership behaviors + potential judgments
  8. 8. Big Differences Seen In LeadershipEffectiveness Of Promotable Incumbents 4.10 4.05 4.00 3.95 360 Score 3.90 3.85 3.80 3.75 3.70 Directors Most Expandable Promotable Officers Suitable
  9. 9. Potential: AcceleratorsSubset of Leadership Competencies which are most directlycorrelated 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 teamLook for those, IF ANY, that are consistently recognized as key areas of strength for this employee
  10. 10. Case Study:What to do about Jose, Edward and Christina?
  11. 11. Talent Assessment Framework *aspiration and willingness to move up should be considerations in final assessment• Business results • GMI Leadership Model • Sees the future • Results Agility• Performance against • Navigates the organization • People Agility objectives • Invests in people • Mental Agility • Change AgilityAbsence of • Lacks Org Savvy/Influence • Hasn’t Developed Strong Team • Lacks Executive Presence • Cracks in CharacterDerailers • Lacks Strength in Key Skill • Lacks Strength in Both Strategy & Execution
  12. 12. Case Study Part 4 Read 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?
  13. 13. Don’t Let Hi Potentials Manage Their Careers.
  14. 14. Cross-Training
  15. 15. Mentors & Sponsors
  16. 16. No-Stick
  17. 17. Tooth-Pick
  18. 18. Golden Brown
  19. 19. Avoid making a Hi Potential Feel Special.
  20. 20. BalanceIndividualandthePerformingTeam
  21. 21. Individual Development Plan INDIVIDUAL DEVELOPMENT PLAN FORM Name: Date:• Everyone has one PROFESSIONAL GOALS/MOTIVATIONS• Separate from performance appraisal TALENTS OR STRENGTHS DEVELOPMENT OPPORTUNITIES• Ask about it in Climate Survey FOCUSED IDP OBJECTIVES AND ACTION STEPS
  22. 22. Career Planning Example Note: Other Experiences Removed Note: Other Roles Removed
  23. 23. “I believe I have the opportunity for personal growth and development.”% FAVORABLE 82% Agree 80% 77% 75% 73% 73% 70% 99 02 03 04 05 06
  24. 24. Executive Derailment Study
  25. 25. Derailment Lessons LearnedHi Pots Finding Hi Pots Builds a Stronger Pool
  26. 26. Derailment Lessons LearnedInvest in Study, Calibration and Training
  27. 27. Derailment Lessons LearnedBring strategic perspective, creative options and personal mentoring to guide Hi Pot growth
  28. 28. Derailment Lessons LearnedBalance Star Treatment with Star Teams
  29. 29. www.kevinwildeonline.com

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