The January issue of Talent Management Magazine is out with an intriguing report from a survey of over 1,300 talent management professionals. Of interest are the competencies that talent development professionals use to identify high-potential employees:
- Strategic thinking / insight
- Drive for results
- Collaborative leadership
- Ability to build effective teams
How do you fare? Other factors that are important in identifying high-potential employees are:
- Future performance potential
- Current / sustained performance
- Culture fit
It’s important to note that “high potential” is a two-dimensional designation. As ambitious, driven individuals, we always think of ourselves as high potential. But our abilities and characteristics are only half of the story.
The question is not, “What is my potential of being promoted?” The complete question is, “What is my potential of being promoted here!?”
As I illustrated in Good Boss / Bad Boss, who you work for makes a huge difference in your ability to shine. So does the culture and the context. It’s this second dimension that often trips us up. For example, it’s very common for a high performing individual to move companies only to crash and burn. Context matters.
To be really successful in today’s organizations you have to match your capabilities and ambitions with an organization in which you resonate. Some organizations make this easier than others. When they match, you might be high potential. When they don’t match — not a chance.
What do you think? Have you ever been designated high-potential? Jump in on the comments below.