'Having Potential' versus 'Realizing Potential'

‘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.