‘Having Potential’ vs ‘Realizing Potential’ WORKING YOUR HIGH POTENTIAL LIST
Jessica Bigazzi Foster, Ph.D. Senior Partner RHR International, LLP
©2016 RHR International LLP. All rights reserved.
“Continuous effort - not strength or intelligence - is the key to unlocking our potential.� Winston Churchill
RHR I NT ERNAT I O NAL
Organizational Drivers Talent Integration
Talent Culture
Engagement & Retention
Development
CRF
2016
2
RHR I NT ERNAT I O NAL
Talent Integration Grounded in Strategy Feedback Loops Aligned with Organizational Priorities Partnership Between HR and the Business
Supported at the Top Balanced Risk
Measured and Tracked CrossValidated
CRF
2016
Basis for DecisionMaking
3
RHR I NT ERNAT I O NAL
Talent Culture
RISKS
CRF
2016
1
Reactive
5
Black Box
2
Narrow Focus
6
Long Memories
3
Homegrown
7
Inflexible
4
Shiny Object
8
Low Risk
4
RHR I NT ERNAT I O NAL
Engagement & Retention Labeling and engaging high potentials has both risks and upsides. The “right� decision depends on the culture and context, but should be done thoughtfully and with careful consideration of end goals. How important is being recognized as a High Potential?
77%
CCL
CRF
2016
5
RHR I NT ERNAT I O NAL
“We spend a lot of time teaching leaders what to do. We don’t spend enough time teaching leaders what to stop. Half the leaders I have met don’t need to learn what to do. They need to learn what to stop.” Marshall Goldsmith; What Got You Here Won’t Get You There
CRF
2016
6
RHR I NT ERNAT I O NAL
Development
Closing the Gaps
What Works?
What Doesn’t?
• Redefined leadership expectations
• Performance punishment
• Exposure opportunities
• Rapid rotation
• Experience-based learning (in-role)
• Elite status that curbs feedback
• Multi-faceted mentoring
CRF
2016
7
How well is your organization set up to support moving from having potential to realizing potential?
Š2016 RHR International LLP. All rights reserved.