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While 85% of companies use 360 as a developmental tool, few use it to gain the insights that might predict potential. Zenger and Folkman describe two case studies where it unintentionally did exactly that, and discuss other unique insights that 360s can provide.
Harvard Business School professor and Senior Associate Dean for External Relations offers his thoughts on how to maximize individual potential, why companies fail to develop talent and more.
Far too frequently our high potential programs are filled not with high potentials but with those who are socially skilled, confident and interested in moving up the corporate ladder. Gaddis and Sanger describe how you can better predict actual potential through personality, and how team personality predicts team performance as well.
Trying to accurately identify high potentials in your talent review is a laudable but challenging goal. Hanson and Wellins outline the five challenges you’ll face and provide detailed solutions for each. One important hint is to understand the difference in definition and use of Performance, Potential and Readiness.
These Egon Zehnder partners present a clear model for defining potential based on their firm’s extensive research and practice. Their model – Curiosity, Insight, Engagement and Determination – helps to separate from the pool of high performers the few that are truly high potential. They also provide helpful guidance for high potential development.
It’s identification errors, insufficient coordination between high–potential development and succession, and misaligned development strategies that cause development investments to be wasted, say Joy Hazucha and Claudia Hill. They recommend differentiating your development approach for “ready now,” high performing and high potential talent.
Great insights on the latest scientific research that uncovers some surprising facts, including that emotional intelligence is likely just a measure of personality and intelligence, not a unique construct. He details recent research showing how feedback to those in powerful positions helps to soften their approach to managing their team.
How do two of America’s premier brands identify and manage high potential leaders? Two heads of talent management describe their company’s approach, their perspectives on the value of trying to identify potential, the role of transparency and more.
How should (and does) the conversation sound with an ambitious high potential leader? Former General Mills’ Chief Learning Officer Kevin Wilde plays out that conversation helping a theoretical high potential think more deeply about their goals and how best to pursue them.