This document cautions against high potential programs and identifies six problems with them: 1) inability to predict future performance, 2) subjective nature of who is designated high potential, 3) whether to disclose high potential designations, 4) how to manage pay, development, and promotion of high potentials, 5) managing expectations, and 6) what to do if employees are no longer considered high potential. The sole recommended solution is to avoid implementing formal high potential programs and instead focus on providing challenging assignments, coaching, and training to those who learn quickly and see how they develop over time through gained experience.