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Tempta'ons	
  of	
  a	
  High	
  Poten'al	
  
	
  
	
  
	
  
Kevin	
  D.	
  Wilde	
  
APRIL,	
  2014	
  
runwilde@yahoo.com	
  
©	
  2014	
  All	
  Rights	
  Reserved	
  
Do	
  Not	
  Distribute	
  in	
  Any	
  Form	
  Without	
  Permission	
  
HIGHLIGHTS	
  
90%	
  
Leaders	
  not	
  ready	
  to	
  
for	
  more	
  senior	
  roles.	
  
	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  70%	
  
Leadership	
  pipeline	
  
efforts	
  are	
  ineffecNve.	
  
©	
  2014	
  	
  Kevin	
  	
  D.	
  Wilde	
  All	
  Rights	
  Reserved	
  
Do	
  Not	
  Distribute	
  in	
  Any	
  Form	
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THE	
  ALARMS	
  ARE	
  STARTING	
  TO	
  RING:	
  
WE	
  NEED	
  TO	
  IMPROVE	
  AND	
  ACCELERATE	
  GETTING	
  LEADERS	
  	
  
READY	
  FOR	
  BIGGER	
  ROLES.	
  
“We	
  go	
  through	
  the	
  
iden.fica.on	
  exercise	
  and	
  
determine	
  that	
  people	
  are	
  
three	
  years	
  away	
  from	
  being	
  
ready	
  for	
  their	
  next	
  role.	
  
We	
  go	
  back	
  in	
  two	
  years	
  and	
  
they	
  are	
  s)ll	
  three	
  years	
  
away.”	
  
	
  
-­‐	
  	
  CHRO,	
  Fortune	
  500	
  	
  
Technology	
  Company	
  
©	
  2014	
  	
  Kevin	
  	
  D.	
  Wilde	
  All	
  Rights	
  Reserved	
  
Do	
  Not	
  Distribute	
  in	
  Any	
  Form	
  Without	
  Permission	
  
WE	
  NEED	
  TO	
  RETHINK	
  HIGH	
  POTENTIAL	
  TALENT	
  DEVELOPMENT	
  
©	
  2014	
  	
  Kevin	
  	
  D.	
  Wilde	
  All	
  Rights	
  Reserved	
  
Do	
  Not	
  Distribute	
  in	
  Any	
  Form	
  Without	
  Permission	
  
ONE	
  APPROACH:	
  
RETHINK	
  ACCELERATION	
  EFFORTS	
  FROM	
  
AN	
  INDIVIDUAL	
  APPROACH.	
  
IMAGINE	
  HAVING	
  COFFEE	
  WITH	
  ONE	
  HIGH	
  
POTENTIAL:	
  
WHAT	
  IS	
  YOUR	
  ADVICE	
  TO	
  NAVIGATE	
  
THE	
  CHALLENGES	
  AND	
  TEMPTATIONS?	
  
Wearing	
  
the	
  
Label	
  
©	
  2014	
  	
  Kevin	
  	
  D.	
  Wilde	
  All	
  Rights	
  Reserved	
  
Do	
  Not	
  Distribute	
  in	
  Any	
  Form	
  Without	
  Permission	
  
©	
  2014	
  	
  Kevin	
  	
  D.	
  Wilde	
  All	
  Rights	
  Reserved	
  
Do	
  Not	
  Distribute	
  in	
  Any	
  Form	
  Without	
  Permission	
  
AS	
  A	
  HIGH	
  POTENTIAL,	
  YOU	
  PROBABLY	
  EXHIBITED	
  
THESE	
  VALUED	
  ATTRIBUTES.	
  
BUT	
  BE	
  WARNED.	
  
©	
  2014	
  	
  Kevin	
  	
  D.	
  Wilde	
  All	
  Rights	
  Reserved	
  
Do	
  Not	
  Distribute	
  in	
  Any	
  Form	
  Without	
  Permission	
  
YOUR	
  LABEL	
  CAN	
  BE	
  AS	
  TEMPORARY	
  AS	
  A	
  SNAPCHAT	
  PHOTO.	
  
YOUR	
  ORGANIZATION	
  MIGHT	
  HAVE	
  CONFUSING	
  STANDARDS.	
  
AND	
  WATCHOUT	
  ALIENATING	
  THOSE	
  WITHOUT	
  THE	
  LABEL.	
  
Learn	
  to	
  Shine	
  
While	
  Building	
  Rela'onships	
  
©	
  2014	
  	
  Kevin	
  	
  D.	
  Wilde	
  All	
  Rights	
  Reserved	
  
Do	
  Not	
  Distribute	
  in	
  Any	
  Form	
  Without	
  Permission	
  
Missed	
  
Timing	
  
©	
  2014	
  	
  Kevin	
  	
  D.	
  Wilde	
  All	
  Rights	
  Reserved	
  
Do	
  Not	
  Distribute	
  in	
  Any	
  Form	
  Without	
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Assembling	
  the	
  porTolio	
  
©	
  2014	
  	
  Kevin	
  	
  D.	
  Wilde	
  All	
  Rights	
  Reserved	
  
Do	
  Not	
  Distribute	
  in	
  Any	
  Form	
  Without	
  Permission	
  
AS	
  A	
  HIGH	
  POTENTIAL,	
  THINK	
  ABOUT	
  YOUR	
  WORK	
  AS	
  ASSEMBLING	
  
A	
  PORTFOLIO.	
  	
  WHILE	
  ORGANIZATIONS	
  AREN’T	
  ALWAYS	
  CLEAR,	
  THERE	
  ARE	
  	
  
FOUR	
  TYPES	
  OF	
  ASSIGNMENT	
  WITH	
  PURPOSE	
  AND	
  TIMING	
  AS	
  VARIABLE	
  AS	
  
BAKING	
  CUPCAKES.	
  
Non	
  S'ck	
  -­‐	
  Exposure	
  Assignment	
  
•  Exposure	
  Roles	
  
	
  
•  Connect	
  Dots	
  
	
  
•  Contribute	
  
©	
  2014	
  	
  Kevin	
  	
  D.	
  Wilde	
  All	
  Rights	
  Reserved	
  
Do	
  Not	
  Distribute	
  in	
  Any	
  Form	
  Without	
  Permission	
  
A	
  QUICK	
  ASSIGNMENT	
  IS	
  MUCH	
  LIKE	
  BAKING	
  WITH	
  A	
  NON-­‐STICK	
  PAN:	
  
SHORT,	
  EXPOSURE	
  TO	
  DIFFERENT	
  WORK	
  SETTINGS.	
  	
  BE	
  SURE	
  TO	
  
GAIN	
  A	
  BROADER	
  PERSPECTIVE	
  AND	
  MAKE	
  A	
  DIFFERENCE.	
  
Tooth	
  Pick	
  –	
  Competency	
  Assignment	
  
•  Build	
  or	
  prove	
  
competence.	
  
	
  
•  Strategy	
  
•  Team	
  Leadership	
  
•  Customer	
  Savvy	
  
•  InnovaNon	
  
©	
  2014	
  	
  Kevin	
  	
  D.	
  Wilde	
  All	
  Rights	
  Reserved	
  
Do	
  Not	
  Distribute	
  in	
  Any	
  Form	
  Without	
  Permission	
  
A	
  LONGER	
  ASSIGNMENT	
  IS	
  TO	
  HELP	
  YOU	
  DEVELOP	
  OR	
  PROVE	
  A	
  	
  
COMPETENCY	
  BEFORE	
  MOVING	
  ON.	
  	
  DON’T	
  BE	
  ANXIOUS	
  TO	
  MOVE	
  UNTIL	
  
YOU’VE	
  GAIN	
  SOMETHING	
  IMPORTANT,	
  SUCH	
  AS	
  THESE	
  FOUR	
  AREAS.	
  
 Golden	
  –	
  Wisdom	
  Assignment	
  
•  Judgment,	
  
wisdom,	
  humility	
  
•  Living	
  with	
  
decisions	
  
•  Seasoning	
  with	
  the	
  
unexpected	
  
©	
  2014	
  	
  Kevin	
  	
  D.	
  Wilde	
  All	
  Rights	
  Reserved	
  
Do	
  Not	
  Distribute	
  in	
  Any	
  Form	
  Without	
  Permission	
  
SOME	
  ASSIGNMENTS	
  LAST	
  LONGER	
  –	
  BEYOND	
  COMPETENCE	
  –	
  TO	
  
ACHIEVE	
  JUDGMENT,	
  MATURITY	
  AND	
  AGILITY.	
  
Overcooked	
  -­‐	
  Stuck	
  
•  Manager	
  
hording	
  
•  LiYle	
  growth,	
  
made	
  
contribuNon	
  
•  Look	
  for	
  
expansion	
  or	
  
lifeline	
  
©	
  2014	
  	
  Kevin	
  	
  D.	
  Wilde	
  All	
  Rights	
  Reserved	
  
Do	
  Not	
  Distribute	
  in	
  Any	
  Form	
  Without	
  Permission	
  
ONE	
  NEGATIVE	
  ASSIGNMENT	
  IS	
  STAYING	
  PAST	
  THE	
  JOB	
  INTENT.	
  
SOMETIMES	
  THE	
  ORGANIZATION	
  JUST	
  NEEDS	
  YOU	
  LONGER.	
  	
  
SOMETIMES	
  THE	
  MANAGER	
  IS	
  HORDING.	
  PATIENCE	
  AND	
  POSITIVE	
  ATTITUDE	
  HELPS.	
  
Capture	
  the	
  meaning	
  	
  
from	
  each	
  assignment	
  
©	
  2014	
  	
  Kevin	
  	
  D.	
  Wilde	
  All	
  Rights	
  Reserved	
  
Do	
  Not	
  Distribute	
  in	
  Any	
  Form	
  Without	
  Permission	
  
Yes	
  to	
  
Every-­‐
thing	
  
©	
  2014	
  	
  Kevin	
  	
  D.	
  Wilde	
  All	
  Rights	
  Reserved	
  
Do	
  Not	
  Distribute	
  in	
  Any	
  Form	
  Without	
  Permission	
  
Enrichments	
  to	
  Bend	
  the	
  Curve	
  
Time	
  -­‐>	
  
YOU	
  
Now	
  
BIG	
  
JOB	
  
©	
  2014	
  	
  Kevin	
  	
  D.	
  Wilde	
  All	
  Rights	
  Reserved	
  
Do	
  Not	
  Distribute	
  in	
  Any	
  Form	
  Without	
  Permission	
  
BY	
  GOING	
  THROUGH	
  A	
  SERIES	
  OF	
  ASSIGNMENTS,	
  THERE	
  IS	
  	
  
A	
  NATURAL	
  GROWTH	
  CURVE	
  TO	
  GET	
  YOU	
  READY	
  FOR	
  	
  
A	
  BIGGER	
  JOB.	
  
Enrichments	
  to	
  Bend	
  the	
  Curve	
  
Time	
  -­‐>	
  
YOU	
  
Now	
  
BIG	
  
JOB	
  
BIG	
  
JOB	
  
©	
  2014	
  	
  Kevin	
  	
  D.	
  Wilde	
  All	
  Rights	
  Reserved	
  
Do	
  Not	
  Distribute	
  in	
  Any	
  Form	
  Without	
  Permission	
  
SOME	
  ORGANIZATIONS	
  GIVE	
  HIGH	
  POTENTIALS	
  ADDITIONAL	
  WORK	
  TO	
  
ACCELERATE	
  THE	
  GROWTH,	
  BENDING	
  THE	
  CURVE.	
  
Enrichment	
  Beyond	
  	
  
the	
  Assignment	
  
	
  
•  Corporate	
  Task	
  Force	
  
•  Internal	
  Mentor	
  
•  External	
  Coach	
  
•  Execu've	
  Ed	
  Program	
  
•  Ac'on	
  Learning	
  Project	
  
•  Assessment	
  Center	
  
•  360	
  Feedback	
  
•  Job	
  Shadowing	
  
•  Peer	
  Network	
  Circle	
  
•  Community	
  Service	
   ©	
  2014	
  	
  Kevin	
  	
  D.	
  Wilde	
  All	
  Rights	
  Reserved	
  
Do	
  Not	
  Distribute	
  in	
  Any	
  Form	
  Without	
  Permission	
  
EXAMPLES	
  OF	
  WHAT	
  
ORGANIZATIONS	
  OFFER	
  	
  
HIGH	
  POTENTIAL	
  TO	
  	
  
ACCELERATE	
  
DEVELOPMENT.	
  
Talent	
  Accelerators:	
  
	
  
•  Broader	
  Perspec've	
  of	
  Organiza'on	
  
	
  
•  Strategic	
  Thinking	
  
	
  
•  Influence	
  and	
  Change	
  Leadership	
  
Skills	
  
	
  
•  Self-­‐Insight	
  and	
  Self-­‐Management	
  
	
  
•  Execu've	
  Sponsorship	
  
©	
  2014	
  	
  Kevin	
  	
  D.	
  Wilde	
  All	
  Rights	
  Reserved	
  
Do	
  Not	
  Distribute	
  in	
  Any	
  Form	
  Without	
  Permission	
  
EACH	
  ENRICHMENT	
  
ADDS	
  NEW	
  ABILITIES	
  –	
  
THINK	
  MERIT	
  BADGES	
  –	
  
TO	
  STRENGTHEN	
  ONE	
  
OR	
  MORE	
  TALENT	
  
ACCELERATORS.	
  
Reaching	
  Overload!	
  
	
  
ü  Corporate	
  Task	
  Force	
  
ü  Internal	
  Mentor	
  
ü  External	
  Coach	
  
ü  ExecuNve	
  Ed	
  Program	
  
ü  AcNon	
  Learning	
  Project	
  
ü  Assessment	
  Center	
  
ü  360	
  Feedback	
  
ü  Job	
  Shadowing	
  
ü  Peer	
  Network	
  Circle	
  
ü  Community	
  Service	
  
©	
  2014	
  	
  Kevin	
  	
  D.	
  Wilde	
  All	
  Rights	
  Reserved	
  
Do	
  Not	
  Distribute	
  in	
  Any	
  Form	
  Without	
  Permission	
  
THE	
  PROBLEM	
  OF	
  STRETCH	
  
ASSIGNMENTS	
  ALONG	
  WITH	
  TOO	
  MANY	
  
ACCELERATORS	
  CAN	
  PUSH	
  YOU	
  INTO	
  
OVERLOAD	
  AND	
  FAILURE.	
  
Bridge	
  Lessons	
  
•  Execu've	
  Resiliency	
  
•  Execu've	
  Produc'vity	
  	
  
•  Execu've	
  Savvy	
  
	
  
©	
  2014	
  	
  Kevin	
  	
  D.	
  Wilde	
  All	
  Rights	
  Reserved	
  
Do	
  Not	
  Distribute	
  in	
  Any	
  Form	
  Without	
  Permission	
  
LEARN	
  TO	
  HANDLE	
  THE	
  ‘EXTRAS’	
  THE	
  BEST	
  YOU	
  CAN.	
  
DEEPER	
  YOUR	
  RESILENCY	
  SKILLS.	
  
RECOGNIZE	
  THAT	
  EXECUTIVES	
  ARE	
  OFTEN	
  FACED	
  WITH	
  OVERLOAD.	
  
LEARN	
  TO	
  APPROPRIATELY	
  SAY	
  ‘NO’	
  OR	
  ‘LATER’	
  TO	
  TOO	
  MUCH.	
  
LEAN	
  ON	
  SENIOR	
  SPONSORS	
  TO	
  GUIDE	
  AND	
  HELP.	
  
Strengthen	
  Resiliency	
  Habits	
  &	
  
Cul'vate	
  Execu've	
  Savvy	
  
©	
  2014	
  	
  Kevin	
  	
  D.	
  Wilde	
  All	
  Rights	
  Reserved	
  
Do	
  Not	
  Distribute	
  in	
  Any	
  Form	
  Without	
  Permission	
  
Skipping	
  
IT	
  
©	
  2014	
  	
  Kevin	
  	
  D.	
  Wilde	
  All	
  Rights	
  Reserved	
  
Do	
  Not	
  Distribute	
  in	
  Any	
  Form	
  Without	
  Permission	
  
Dangers	
  Ahead:	
  	
  	
  
Bending	
  the	
  curve	
  and	
  blind	
  spots	
  
©	
  2014	
  	
  Kevin	
  	
  D.	
  Wilde	
  All	
  Rights	
  Reserved	
  
Do	
  Not	
  Distribute	
  in	
  Any	
  Form	
  Without	
  Permission	
  
LOTS	
  OF	
  JOB	
  ASSIGNMENTS	
  AND	
  ACCELERATORS	
  CAN	
  ALSO	
  EXPOSE	
  
YOUR	
  WEAKNESSES	
  AND	
  BLIND-­‐SPOTS.	
  
THIS	
  COULD	
  BE	
  GOOD	
  OR	
  BAD.	
  
Shibing	
  Gears	
  In	
  A	
  Career	
  
Technical/Func'onal	
  
(Personal	
  ExperNse)	
  
Managerial	
  
(Set	
  ObjecNves,	
  Coach,	
  
Develop)	
  
Leadership	
  
(Vision,	
  Strategy)	
  
Professional	
   Manager	
   Execu've	
  
©	
  2014	
  	
  Kevin	
  	
  D.	
  Wilde	
  All	
  Rights	
  Reserved	
  
Do	
  Not	
  Distribute	
  in	
  Any	
  Form	
  Without	
  Permission	
  
BLINDSPOTS	
  CAN	
  HAPPEN	
  AS	
  THE	
  	
  
NATURE	
  AND	
  EMPHASIS	
  OF	
  WORK	
  	
  
ELEMENTS	
  CHANGE.	
  
Didn’t	
  	
  address	
  gaps:	
  	
  	
  
“What	
  didn’t	
  ma4er	
  before,	
  ma4ers	
  now.”	
  
	
  
Blocked	
  self-­‐insight:	
  
“I	
  am	
  successful	
  because	
  of	
  some	
  things	
  and	
  
despite	
  of	
  some	
  things.”	
  	
  
	
  
Didn’t	
  grow	
  in	
  transi'on:	
  
“What	
  worked	
  before	
  doesn’t	
  work	
  now.”	
  
©	
  2014	
  	
  Kevin	
  	
  D.	
  Wilde	
  All	
  Rights	
  Reserved	
  
Do	
  Not	
  Distribute	
  in	
  Any	
  Form	
  Without	
  Permission	
  
FAILURE	
  TO	
  RESPOND	
  WELL	
  
TO	
  CHALLENGES	
  OFTEN	
  IS	
  
ROOTED	
  IN	
  ONE	
  OR	
  MORE	
  
FAULTY	
  BELIEFS	
  AS	
  A	
  HIGH	
  
POTENTIAL.	
  	
  
Impact	
  of	
  
Asking	
  for	
  and	
  
Responding	
  to	
  
Feedback?	
  
©	
  2014	
  	
  Kevin	
  	
  D.	
  Wilde	
  All	
  Rights	
  Reserved	
  
Do	
  Not	
  Distribute	
  in	
  Any	
  Form	
  Without	
  Permission	
  
THE	
  ANTIDOTE	
  TO	
  MANY	
  BLIND	
  SPOTS	
  AND	
  BARRIERS	
  TO	
  GROWTH	
  
AS	
  A	
  HIGH	
  POTENTIAL	
  IS	
  TO	
  DEVELOP	
  A	
  PERSONAL	
  HABIT	
  OF	
  	
  
ASKING	
  FOR	
  FEEDBACK.	
  
 Zenger-­‐Folkman	
  (c)	
  Results	
  from	
  16,644	
  Leaders	
  
0
10
20
30
40
50
60
70
80
90
100
Bottom 10% Next 25% Middle 30% Next 25% Top 10%
OverallLeadershipEffectiveness
Asks for and Responds to Feedback
©	
  2014	
  	
  Kevin	
  	
  D.	
  Wilde	
  All	
  Rights	
  Reserved	
  
Do	
  Not	
  Distribute	
  in	
  Any	
  Form	
  Without	
  Permission	
  
Leadership	
  Effec'veness	
  Rises	
  with	
  Openness	
  to	
  Feedback	
  
A	
  LARGE	
  STUDY	
  OF	
  LEADERS	
  SHOW	
  A	
  STRONG	
  
RELATIONSHIP	
  BETWEEN	
  EFFECTIVENESS	
  AND	
  
OPENNESS	
  TO	
  FEEDBACK.	
  
Self-­‐PercepNons	
  Not	
  as	
  Accurate	
  as	
  Others’	
  PercepNons	
  
0
5
10
15
20
25
30
35
Self-Perceptions of Effectiveness Others' Perceptions of
Effectiveness
Accuracy in
Predicting
Overall
Effectiveness
(as measured
by 360 data)
©	
  2014	
  	
  Kevin	
  	
  D.	
  Wilde	
  All	
  Rights	
  Reserved	
  
Do	
  Not	
  Distribute	
  in	
  Any	
  Form	
  Without	
  Permission	
  
	
  Zenger-­‐Folkman	
  (c)	
  
A	
  SIMILAR	
  STUDY	
  REMINDS	
  US	
  THAT	
  WE	
  
ARE	
  NOT	
  GOOD	
  JUDGES	
  OF	
  OUR	
  OWN	
  
IMPACT	
  ON	
  OTHERS.	
  
41%	
  
Derailed	
  leaders	
  
asked	
  and	
  responded	
  
to	
  feedback	
  
32%	
  
Unable	
  to	
  adapt	
  to	
  
new	
  situaNons.	
  
©	
  2014	
  	
  Kevin	
  	
  D.	
  Wilde	
  All	
  Rights	
  Reserved	
  
Do	
  Not	
  Distribute	
  in	
  Any	
  Form	
  Without	
  Permission	
  
	
  Zenger-­‐Folkman	
  (c)	
  
DERAILED	
  LEADERS	
  ARE	
  RATED	
  LOWER	
  
AT	
  ASKING	
  FOR	
  FEEDBACK	
  AND	
  
ADJUSTING	
  TO	
  NEW	
  SITUATIONS.	
  
As	
  People	
  Age,	
  They	
  Ask	
  For	
  and	
  
Respond	
  to	
  Feedback	
  Less	
  Oben	
  
©	
  2014	
  	
  Kevin	
  	
  D.	
  Wilde	
  All	
  Rights	
  Reserved	
  
Do	
  Not	
  Distribute	
  in	
  Any	
  Form	
  Without	
  Permission	
  
	
  Zenger-­‐Folkman	
  (c)	
  Results	
  from	
  16,644	
  Leaders	
  
THE	
  PROBLEM	
  IS	
  THE	
  OLDER	
  WE	
  GET,	
  THE	
  LESS	
  OFTEN	
  
WE	
  LOOK	
  FOR	
  FEEDBACK	
  TO	
  GROW.	
  	
  	
  
Coachable	
  
Fixed	
  or	
  growth	
  
mindset	
  
	
  
©	
  2014	
  	
  Kevin	
  	
  D.	
  Wilde	
  All	
  Rights	
  Reserved	
  
Do	
  Not	
  Distribute	
  in	
  Any	
  Form	
  Without	
  Permission	
  
TWO	
  USEFUL	
  HABITS	
  TO	
  PICK	
  
UP	
  EARLY	
  AS	
  A	
  HIGH	
  
POTENTIAL:	
  
BEING	
  COACHABLE	
  AND	
  
HAVING	
  A	
  GROWTH	
  MINDSET.	
  
Prac'ce	
  ‘coach-­‐ability’	
  	
  
with	
  a	
  growth	
  mindset	
  
©	
  2014	
  	
  Kevin	
  	
  D.	
  Wilde	
  All	
  Rights	
  Reserved	
  
Do	
  Not	
  Distribute	
  in	
  Any	
  Form	
  Without	
  Permission	
  
Jump	
  
without	
  
Looking	
  
Ahead	
  
©	
  2014	
  	
  Kevin	
  	
  D.	
  Wilde	
  All	
  Rights	
  Reserved	
  
Do	
  Not	
  Distribute	
  in	
  Any	
  Form	
  Without	
  Permission	
  
Taking	
  or	
  Making	
  the	
  Call	
  
to	
  Bend	
  the	
  Growth	
  Curve	
  
©	
  2014	
  	
  Kevin	
  	
  D.	
  Wilde	
  All	
  Rights	
  Reserved	
  
Do	
  Not	
  Distribute	
  in	
  Any	
  Form	
  Without	
  Permission	
  
BEING	
  A	
  HIGH	
  POTENTIAL	
  MEANS	
  YOU	
  HAVE	
  MANY	
  OPTIONS	
  TO	
  	
  
IMPROVE	
  YOUR	
  OWN	
  JOB	
  OPPORTUNITIES	
  –	
  TAKING	
  A	
  RECRUITER’S	
  CALL	
  
OR	
  CALLING	
  ONE.	
  	
  
©	
  2014	
  	
  Kevin	
  	
  D.	
  Wilde	
  All	
  Rights	
  Reserved	
  
Do	
  Not	
  Distribute	
  in	
  Any	
  Form	
  Without	
  Permission	
  
BEFORE	
  YOU	
  JUMP	
  TO	
  A	
  NEW	
  ORGANIZATION,	
  DO	
  AN	
  INVENTORY.	
  
•  Feeling	
  challenged?	
  	
  
	
  
•  Feeling	
  mo'vated?	
  
	
  
•  Feeling	
  supported?	
  
	
  
•  Feeling	
  connected?	
  
©	
  2014	
  	
  Kevin	
  	
  D.	
  Wilde	
  All	
  Rights	
  Reserved	
  
Do	
  Not	
  Distribute	
  in	
  Any	
  Form	
  Without	
  Permission	
  
CONSIDER	
  FOUR	
  QUESTIONS	
  BEFORE	
  LEAVING.	
  	
  	
  
TALK	
  IT	
  OVER	
  WITH	
  A	
  TRUSTED	
  ADVISOR.	
  
Objec'vely	
  Manage	
  Jumping	
  Your	
  
Opportunity	
  Curve	
  
©	
  2014	
  	
  Kevin	
  	
  D.	
  Wilde	
  All	
  Rights	
  Reserved	
  
Do	
  Not	
  Distribute	
  in	
  Any	
  Form	
  Without	
  Permission	
  
©	
  2014	
  	
  Kevin	
  	
  D.	
  Wilde	
  All	
  Rights	
  Reserved	
  
Do	
  Not	
  Distribute	
  in	
  Any	
  Form	
  Without	
  Permission	
  
WHILE	
  THERE	
  ARE	
  MANY	
  
CHALLENGES	
  AND	
  TEMPTATIONS	
  
OF	
  BEING	
  A	
  HIGH	
  POTENTIAL,	
  	
  
REMEMBER	
  THE	
  GREAT	
  	
  
OPPORTUNTIES	
  BEFORE	
  YOU	
  TO	
  	
  
GROW	
  AND	
  MAKE	
  A	
  DIFFERNCE	
  IN	
  	
  
THE	
  WORLD.	
  	
  	
  
©	
  2014	
  	
  Kevin	
  	
  D.	
  Wilde	
  All	
  Rights	
  Reserved	
  
Do	
  Not	
  Distribute	
  in	
  Any	
  Form	
  Without	
  Permission	
  
SO	
  THIS	
  ADVICE	
  IS	
  FOR	
  ONE	
  HIGH	
  POTENTIAL	
  LEADER.	
  
IF	
  YOU	
  ARE	
  RESPONSIBLE	
  FOR	
  THE	
  HELPING	
  TALENTED	
  
PEOPLE	
  ADVANCE	
  THEIR	
  CAREERS,	
  CONSIDER	
  THE	
  
WORKSHEEET	
  ON	
  THE	
  NEXT	
  PAGE	
  TO	
  HELP	
  HIGH	
  	
  
POTENTIALS	
  NAVIGATE	
  THE	
  TEMPTATIONS.	
  
Tempta'ons	
  of	
  a	
  High	
  
Poten'al	
  Worksheet	
  
Keep	
  the	
  coffee	
  chat	
  going	
  at:	
  	
  www.kevinwildeonline.com	
  	
  	
  runwilde98@yahoo.com	
  
Tempta'on	
  	
   Organiza'on	
  Ques'ons	
   Build	
  
Opportunity:	
  
-­‐	
  Wearing	
  the	
  Label	
   1.  How	
  clear	
  and	
  accurate	
  in	
  characteris'cs?	
  
2.  Degree	
  of	
  appropriate	
  transparency?	
  
3.  Coaching	
  on	
  Teamwork?	
  
-­‐	
  Missed	
  Assignment	
   4.  How	
  clear	
  and	
  disciplined	
  in	
  assignment	
  management?	
  
5.  Degree	
  of	
  assembling	
  the	
  best	
  mix:	
  	
  prime	
  experiences,	
  cri'cal	
  
competencies,	
  engagement?	
  
6.  What	
  prac'ces	
  to	
  balance	
  development	
  and	
  contribu'on	
  in	
  
'ming	
  and	
  sharing	
  high	
  poten'al	
  talent?	
  
-­‐	
  Yes	
  to	
  All	
   7.  	
  	
  	
  	
  	
  	
  Degree	
  orchestra'ng	
  the	
  whole	
  development	
  deal	
  beyond	
  any	
  
tac'c?	
  
8.  	
  	
  	
  	
  	
  	
  Teaching	
  resiliency,	
  networking	
  and	
  execu've	
  produc'vity?	
  
-­‐	
  Skipping	
  IT	
   9.  Degree	
  we	
  provide	
  feedback	
  early	
  to	
  develop	
  “coach-­‐ability”	
  
and	
  growth	
  mindset?	
  
10.  How	
  skilled	
  and	
  commiped	
  to	
  provide	
  ‘tough	
  love’	
  with	
  trust?	
  
-­‐	
  Jump	
  without	
  Looking	
  Ahead	
   11.  How	
  many	
  ‘s'cky’	
  reten'on	
  prac'ces	
  do	
  we	
  apply	
  to	
  high	
  
poten'als?	
  
12.  Do	
  we	
  have	
  regular	
  check-­‐ins	
  with	
  trusted	
  advisors?	
  
©	
  2014	
  	
  Kevin	
  	
  D.	
  Wilde	
  All	
  Rights	
  Reserved	
  
Do	
  Not	
  Distribute	
  in	
  Any	
  Form	
  Without	
  Permission	
  
Thank	
  You	
  
	
  
	
  
	
  
ConNnue	
  the	
  Coffee	
  Chat:	
  
	
  www.kevinwildeonline.com	
  
runwilde98@yahoo.com	
  
©	
  2014	
  	
  Kevin	
  	
  D.	
  Wilde	
  All	
  Rights	
  Reserved	
  
Do	
  Not	
  Distribute	
  in	
  Any	
  Form	
  Without	
  Permission	
  
LET’S	
  CONTINUE	
  COMPARING	
  NOTES	
  
ON	
  HELPING	
  HIGH	
  POTENTIALS.	
  	
  	
  
PLEASE	
  LET	
  ME	
  KNOW	
  WHAT	
  YOU	
  
THINK	
  OF	
  THESE	
  IDEAS	
  AND	
  PLEASE	
  	
  
SHARE	
  YOUR	
  OWN	
  THOUGHTS.	
  

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Temptations of a High Potential

  • 1. Tempta'ons  of  a  High  Poten'al         Kevin  D.  Wilde   APRIL,  2014   runwilde@yahoo.com   ©  2014  All  Rights  Reserved   Do  Not  Distribute  in  Any  Form  Without  Permission   HIGHLIGHTS  
  • 2. 90%   Leaders  not  ready  to   for  more  senior  roles.                            70%   Leadership  pipeline   efforts  are  ineffecNve.   ©  2014    Kevin    D.  Wilde  All  Rights  Reserved   Do  Not  Distribute  in  Any  Form  Without  Permission   THE  ALARMS  ARE  STARTING  TO  RING:   WE  NEED  TO  IMPROVE  AND  ACCELERATE  GETTING  LEADERS     READY  FOR  BIGGER  ROLES.  
  • 3. “We  go  through  the   iden.fica.on  exercise  and   determine  that  people  are   three  years  away  from  being   ready  for  their  next  role.   We  go  back  in  two  years  and   they  are  s)ll  three  years   away.”     -­‐    CHRO,  Fortune  500     Technology  Company   ©  2014    Kevin    D.  Wilde  All  Rights  Reserved   Do  Not  Distribute  in  Any  Form  Without  Permission   WE  NEED  TO  RETHINK  HIGH  POTENTIAL  TALENT  DEVELOPMENT  
  • 4. ©  2014    Kevin    D.  Wilde  All  Rights  Reserved   Do  Not  Distribute  in  Any  Form  Without  Permission   ONE  APPROACH:   RETHINK  ACCELERATION  EFFORTS  FROM   AN  INDIVIDUAL  APPROACH.   IMAGINE  HAVING  COFFEE  WITH  ONE  HIGH   POTENTIAL:   WHAT  IS  YOUR  ADVICE  TO  NAVIGATE   THE  CHALLENGES  AND  TEMPTATIONS?  
  • 5. Wearing   the   Label   ©  2014    Kevin    D.  Wilde  All  Rights  Reserved   Do  Not  Distribute  in  Any  Form  Without  Permission  
  • 6. ©  2014    Kevin    D.  Wilde  All  Rights  Reserved   Do  Not  Distribute  in  Any  Form  Without  Permission   AS  A  HIGH  POTENTIAL,  YOU  PROBABLY  EXHIBITED   THESE  VALUED  ATTRIBUTES.   BUT  BE  WARNED.  
  • 7. ©  2014    Kevin    D.  Wilde  All  Rights  Reserved   Do  Not  Distribute  in  Any  Form  Without  Permission   YOUR  LABEL  CAN  BE  AS  TEMPORARY  AS  A  SNAPCHAT  PHOTO.   YOUR  ORGANIZATION  MIGHT  HAVE  CONFUSING  STANDARDS.   AND  WATCHOUT  ALIENATING  THOSE  WITHOUT  THE  LABEL.  
  • 8. Learn  to  Shine   While  Building  Rela'onships   ©  2014    Kevin    D.  Wilde  All  Rights  Reserved   Do  Not  Distribute  in  Any  Form  Without  Permission  
  • 9. Missed   Timing   ©  2014    Kevin    D.  Wilde  All  Rights  Reserved   Do  Not  Distribute  in  Any  Form  Without  Permission  
  • 10. Assembling  the  porTolio   ©  2014    Kevin    D.  Wilde  All  Rights  Reserved   Do  Not  Distribute  in  Any  Form  Without  Permission   AS  A  HIGH  POTENTIAL,  THINK  ABOUT  YOUR  WORK  AS  ASSEMBLING   A  PORTFOLIO.    WHILE  ORGANIZATIONS  AREN’T  ALWAYS  CLEAR,  THERE  ARE     FOUR  TYPES  OF  ASSIGNMENT  WITH  PURPOSE  AND  TIMING  AS  VARIABLE  AS   BAKING  CUPCAKES.  
  • 11. Non  S'ck  -­‐  Exposure  Assignment   •  Exposure  Roles     •  Connect  Dots     •  Contribute   ©  2014    Kevin    D.  Wilde  All  Rights  Reserved   Do  Not  Distribute  in  Any  Form  Without  Permission   A  QUICK  ASSIGNMENT  IS  MUCH  LIKE  BAKING  WITH  A  NON-­‐STICK  PAN:   SHORT,  EXPOSURE  TO  DIFFERENT  WORK  SETTINGS.    BE  SURE  TO   GAIN  A  BROADER  PERSPECTIVE  AND  MAKE  A  DIFFERENCE.  
  • 12. Tooth  Pick  –  Competency  Assignment   •  Build  or  prove   competence.     •  Strategy   •  Team  Leadership   •  Customer  Savvy   •  InnovaNon   ©  2014    Kevin    D.  Wilde  All  Rights  Reserved   Do  Not  Distribute  in  Any  Form  Without  Permission   A  LONGER  ASSIGNMENT  IS  TO  HELP  YOU  DEVELOP  OR  PROVE  A     COMPETENCY  BEFORE  MOVING  ON.    DON’T  BE  ANXIOUS  TO  MOVE  UNTIL   YOU’VE  GAIN  SOMETHING  IMPORTANT,  SUCH  AS  THESE  FOUR  AREAS.  
  • 13.  Golden  –  Wisdom  Assignment   •  Judgment,   wisdom,  humility   •  Living  with   decisions   •  Seasoning  with  the   unexpected   ©  2014    Kevin    D.  Wilde  All  Rights  Reserved   Do  Not  Distribute  in  Any  Form  Without  Permission   SOME  ASSIGNMENTS  LAST  LONGER  –  BEYOND  COMPETENCE  –  TO   ACHIEVE  JUDGMENT,  MATURITY  AND  AGILITY.  
  • 14. Overcooked  -­‐  Stuck   •  Manager   hording   •  LiYle  growth,   made   contribuNon   •  Look  for   expansion  or   lifeline   ©  2014    Kevin    D.  Wilde  All  Rights  Reserved   Do  Not  Distribute  in  Any  Form  Without  Permission   ONE  NEGATIVE  ASSIGNMENT  IS  STAYING  PAST  THE  JOB  INTENT.   SOMETIMES  THE  ORGANIZATION  JUST  NEEDS  YOU  LONGER.     SOMETIMES  THE  MANAGER  IS  HORDING.  PATIENCE  AND  POSITIVE  ATTITUDE  HELPS.  
  • 15. Capture  the  meaning     from  each  assignment   ©  2014    Kevin    D.  Wilde  All  Rights  Reserved   Do  Not  Distribute  in  Any  Form  Without  Permission  
  • 16. Yes  to   Every-­‐ thing   ©  2014    Kevin    D.  Wilde  All  Rights  Reserved   Do  Not  Distribute  in  Any  Form  Without  Permission  
  • 17. Enrichments  to  Bend  the  Curve   Time  -­‐>   YOU   Now   BIG   JOB   ©  2014    Kevin    D.  Wilde  All  Rights  Reserved   Do  Not  Distribute  in  Any  Form  Without  Permission   BY  GOING  THROUGH  A  SERIES  OF  ASSIGNMENTS,  THERE  IS     A  NATURAL  GROWTH  CURVE  TO  GET  YOU  READY  FOR     A  BIGGER  JOB.  
  • 18. Enrichments  to  Bend  the  Curve   Time  -­‐>   YOU   Now   BIG   JOB   BIG   JOB   ©  2014    Kevin    D.  Wilde  All  Rights  Reserved   Do  Not  Distribute  in  Any  Form  Without  Permission   SOME  ORGANIZATIONS  GIVE  HIGH  POTENTIALS  ADDITIONAL  WORK  TO   ACCELERATE  THE  GROWTH,  BENDING  THE  CURVE.  
  • 19. Enrichment  Beyond     the  Assignment     •  Corporate  Task  Force   •  Internal  Mentor   •  External  Coach   •  Execu've  Ed  Program   •  Ac'on  Learning  Project   •  Assessment  Center   •  360  Feedback   •  Job  Shadowing   •  Peer  Network  Circle   •  Community  Service   ©  2014    Kevin    D.  Wilde  All  Rights  Reserved   Do  Not  Distribute  in  Any  Form  Without  Permission   EXAMPLES  OF  WHAT   ORGANIZATIONS  OFFER     HIGH  POTENTIAL  TO     ACCELERATE   DEVELOPMENT.  
  • 20. Talent  Accelerators:     •  Broader  Perspec've  of  Organiza'on     •  Strategic  Thinking     •  Influence  and  Change  Leadership   Skills     •  Self-­‐Insight  and  Self-­‐Management     •  Execu've  Sponsorship   ©  2014    Kevin    D.  Wilde  All  Rights  Reserved   Do  Not  Distribute  in  Any  Form  Without  Permission   EACH  ENRICHMENT   ADDS  NEW  ABILITIES  –   THINK  MERIT  BADGES  –   TO  STRENGTHEN  ONE   OR  MORE  TALENT   ACCELERATORS.  
  • 21. Reaching  Overload!     ü  Corporate  Task  Force   ü  Internal  Mentor   ü  External  Coach   ü  ExecuNve  Ed  Program   ü  AcNon  Learning  Project   ü  Assessment  Center   ü  360  Feedback   ü  Job  Shadowing   ü  Peer  Network  Circle   ü  Community  Service   ©  2014    Kevin    D.  Wilde  All  Rights  Reserved   Do  Not  Distribute  in  Any  Form  Without  Permission   THE  PROBLEM  OF  STRETCH   ASSIGNMENTS  ALONG  WITH  TOO  MANY   ACCELERATORS  CAN  PUSH  YOU  INTO   OVERLOAD  AND  FAILURE.  
  • 22. Bridge  Lessons   •  Execu've  Resiliency   •  Execu've  Produc'vity     •  Execu've  Savvy     ©  2014    Kevin    D.  Wilde  All  Rights  Reserved   Do  Not  Distribute  in  Any  Form  Without  Permission   LEARN  TO  HANDLE  THE  ‘EXTRAS’  THE  BEST  YOU  CAN.   DEEPER  YOUR  RESILENCY  SKILLS.   RECOGNIZE  THAT  EXECUTIVES  ARE  OFTEN  FACED  WITH  OVERLOAD.   LEARN  TO  APPROPRIATELY  SAY  ‘NO’  OR  ‘LATER’  TO  TOO  MUCH.   LEAN  ON  SENIOR  SPONSORS  TO  GUIDE  AND  HELP.  
  • 23. Strengthen  Resiliency  Habits  &   Cul'vate  Execu've  Savvy   ©  2014    Kevin    D.  Wilde  All  Rights  Reserved   Do  Not  Distribute  in  Any  Form  Without  Permission  
  • 24. Skipping   IT   ©  2014    Kevin    D.  Wilde  All  Rights  Reserved   Do  Not  Distribute  in  Any  Form  Without  Permission  
  • 25. Dangers  Ahead:       Bending  the  curve  and  blind  spots   ©  2014    Kevin    D.  Wilde  All  Rights  Reserved   Do  Not  Distribute  in  Any  Form  Without  Permission   LOTS  OF  JOB  ASSIGNMENTS  AND  ACCELERATORS  CAN  ALSO  EXPOSE   YOUR  WEAKNESSES  AND  BLIND-­‐SPOTS.   THIS  COULD  BE  GOOD  OR  BAD.  
  • 26. Shibing  Gears  In  A  Career   Technical/Func'onal   (Personal  ExperNse)   Managerial   (Set  ObjecNves,  Coach,   Develop)   Leadership   (Vision,  Strategy)   Professional   Manager   Execu've   ©  2014    Kevin    D.  Wilde  All  Rights  Reserved   Do  Not  Distribute  in  Any  Form  Without  Permission   BLINDSPOTS  CAN  HAPPEN  AS  THE     NATURE  AND  EMPHASIS  OF  WORK     ELEMENTS  CHANGE.  
  • 27. Didn’t    address  gaps:       “What  didn’t  ma4er  before,  ma4ers  now.”     Blocked  self-­‐insight:   “I  am  successful  because  of  some  things  and   despite  of  some  things.”       Didn’t  grow  in  transi'on:   “What  worked  before  doesn’t  work  now.”   ©  2014    Kevin    D.  Wilde  All  Rights  Reserved   Do  Not  Distribute  in  Any  Form  Without  Permission   FAILURE  TO  RESPOND  WELL   TO  CHALLENGES  OFTEN  IS   ROOTED  IN  ONE  OR  MORE   FAULTY  BELIEFS  AS  A  HIGH   POTENTIAL.    
  • 28. Impact  of   Asking  for  and   Responding  to   Feedback?   ©  2014    Kevin    D.  Wilde  All  Rights  Reserved   Do  Not  Distribute  in  Any  Form  Without  Permission   THE  ANTIDOTE  TO  MANY  BLIND  SPOTS  AND  BARRIERS  TO  GROWTH   AS  A  HIGH  POTENTIAL  IS  TO  DEVELOP  A  PERSONAL  HABIT  OF     ASKING  FOR  FEEDBACK.  
  • 29.  Zenger-­‐Folkman  (c)  Results  from  16,644  Leaders   0 10 20 30 40 50 60 70 80 90 100 Bottom 10% Next 25% Middle 30% Next 25% Top 10% OverallLeadershipEffectiveness Asks for and Responds to Feedback ©  2014    Kevin    D.  Wilde  All  Rights  Reserved   Do  Not  Distribute  in  Any  Form  Without  Permission   Leadership  Effec'veness  Rises  with  Openness  to  Feedback   A  LARGE  STUDY  OF  LEADERS  SHOW  A  STRONG   RELATIONSHIP  BETWEEN  EFFECTIVENESS  AND   OPENNESS  TO  FEEDBACK.  
  • 30. Self-­‐PercepNons  Not  as  Accurate  as  Others’  PercepNons   0 5 10 15 20 25 30 35 Self-Perceptions of Effectiveness Others' Perceptions of Effectiveness Accuracy in Predicting Overall Effectiveness (as measured by 360 data) ©  2014    Kevin    D.  Wilde  All  Rights  Reserved   Do  Not  Distribute  in  Any  Form  Without  Permission    Zenger-­‐Folkman  (c)   A  SIMILAR  STUDY  REMINDS  US  THAT  WE   ARE  NOT  GOOD  JUDGES  OF  OUR  OWN   IMPACT  ON  OTHERS.  
  • 31. 41%   Derailed  leaders   asked  and  responded   to  feedback   32%   Unable  to  adapt  to   new  situaNons.   ©  2014    Kevin    D.  Wilde  All  Rights  Reserved   Do  Not  Distribute  in  Any  Form  Without  Permission    Zenger-­‐Folkman  (c)   DERAILED  LEADERS  ARE  RATED  LOWER   AT  ASKING  FOR  FEEDBACK  AND   ADJUSTING  TO  NEW  SITUATIONS.  
  • 32. As  People  Age,  They  Ask  For  and   Respond  to  Feedback  Less  Oben   ©  2014    Kevin    D.  Wilde  All  Rights  Reserved   Do  Not  Distribute  in  Any  Form  Without  Permission    Zenger-­‐Folkman  (c)  Results  from  16,644  Leaders   THE  PROBLEM  IS  THE  OLDER  WE  GET,  THE  LESS  OFTEN   WE  LOOK  FOR  FEEDBACK  TO  GROW.      
  • 33. Coachable   Fixed  or  growth   mindset     ©  2014    Kevin    D.  Wilde  All  Rights  Reserved   Do  Not  Distribute  in  Any  Form  Without  Permission   TWO  USEFUL  HABITS  TO  PICK   UP  EARLY  AS  A  HIGH   POTENTIAL:   BEING  COACHABLE  AND   HAVING  A  GROWTH  MINDSET.  
  • 34. Prac'ce  ‘coach-­‐ability’     with  a  growth  mindset   ©  2014    Kevin    D.  Wilde  All  Rights  Reserved   Do  Not  Distribute  in  Any  Form  Without  Permission  
  • 35. Jump   without   Looking   Ahead   ©  2014    Kevin    D.  Wilde  All  Rights  Reserved   Do  Not  Distribute  in  Any  Form  Without  Permission  
  • 36. Taking  or  Making  the  Call   to  Bend  the  Growth  Curve   ©  2014    Kevin    D.  Wilde  All  Rights  Reserved   Do  Not  Distribute  in  Any  Form  Without  Permission   BEING  A  HIGH  POTENTIAL  MEANS  YOU  HAVE  MANY  OPTIONS  TO     IMPROVE  YOUR  OWN  JOB  OPPORTUNITIES  –  TAKING  A  RECRUITER’S  CALL   OR  CALLING  ONE.    
  • 37. ©  2014    Kevin    D.  Wilde  All  Rights  Reserved   Do  Not  Distribute  in  Any  Form  Without  Permission   BEFORE  YOU  JUMP  TO  A  NEW  ORGANIZATION,  DO  AN  INVENTORY.  
  • 38. •  Feeling  challenged?       •  Feeling  mo'vated?     •  Feeling  supported?     •  Feeling  connected?   ©  2014    Kevin    D.  Wilde  All  Rights  Reserved   Do  Not  Distribute  in  Any  Form  Without  Permission   CONSIDER  FOUR  QUESTIONS  BEFORE  LEAVING.       TALK  IT  OVER  WITH  A  TRUSTED  ADVISOR.  
  • 39. Objec'vely  Manage  Jumping  Your   Opportunity  Curve   ©  2014    Kevin    D.  Wilde  All  Rights  Reserved   Do  Not  Distribute  in  Any  Form  Without  Permission  
  • 40. ©  2014    Kevin    D.  Wilde  All  Rights  Reserved   Do  Not  Distribute  in  Any  Form  Without  Permission   WHILE  THERE  ARE  MANY   CHALLENGES  AND  TEMPTATIONS   OF  BEING  A  HIGH  POTENTIAL,     REMEMBER  THE  GREAT     OPPORTUNTIES  BEFORE  YOU  TO     GROW  AND  MAKE  A  DIFFERNCE  IN     THE  WORLD.      
  • 41. ©  2014    Kevin    D.  Wilde  All  Rights  Reserved   Do  Not  Distribute  in  Any  Form  Without  Permission   SO  THIS  ADVICE  IS  FOR  ONE  HIGH  POTENTIAL  LEADER.   IF  YOU  ARE  RESPONSIBLE  FOR  THE  HELPING  TALENTED   PEOPLE  ADVANCE  THEIR  CAREERS,  CONSIDER  THE   WORKSHEEET  ON  THE  NEXT  PAGE  TO  HELP  HIGH     POTENTIALS  NAVIGATE  THE  TEMPTATIONS.  
  • 42. Tempta'ons  of  a  High   Poten'al  Worksheet   Keep  the  coffee  chat  going  at:    www.kevinwildeonline.com      runwilde98@yahoo.com   Tempta'on     Organiza'on  Ques'ons   Build   Opportunity:   -­‐  Wearing  the  Label   1.  How  clear  and  accurate  in  characteris'cs?   2.  Degree  of  appropriate  transparency?   3.  Coaching  on  Teamwork?   -­‐  Missed  Assignment   4.  How  clear  and  disciplined  in  assignment  management?   5.  Degree  of  assembling  the  best  mix:    prime  experiences,  cri'cal   competencies,  engagement?   6.  What  prac'ces  to  balance  development  and  contribu'on  in   'ming  and  sharing  high  poten'al  talent?   -­‐  Yes  to  All   7.             Degree  orchestra'ng  the  whole  development  deal  beyond  any   tac'c?   8.             Teaching  resiliency,  networking  and  execu've  produc'vity?   -­‐  Skipping  IT   9.  Degree  we  provide  feedback  early  to  develop  “coach-­‐ability”   and  growth  mindset?   10.  How  skilled  and  commiped  to  provide  ‘tough  love’  with  trust?   -­‐  Jump  without  Looking  Ahead   11.  How  many  ‘s'cky’  reten'on  prac'ces  do  we  apply  to  high   poten'als?   12.  Do  we  have  regular  check-­‐ins  with  trusted  advisors?   ©  2014    Kevin    D.  Wilde  All  Rights  Reserved   Do  Not  Distribute  in  Any  Form  Without  Permission  
  • 43. Thank  You         ConNnue  the  Coffee  Chat:    www.kevinwildeonline.com   runwilde98@yahoo.com   ©  2014    Kevin    D.  Wilde  All  Rights  Reserved   Do  Not  Distribute  in  Any  Form  Without  Permission   LET’S  CONTINUE  COMPARING  NOTES   ON  HELPING  HIGH  POTENTIALS.       PLEASE  LET  ME  KNOW  WHAT  YOU   THINK  OF  THESE  IDEAS  AND  PLEASE     SHARE  YOUR  OWN  THOUGHTS.