Potential Employee

Reflecting on what we know today about programs to systematically and consistently develop high-performers, a few conclusions have become clear:

☛ While continuing to invest heavily in late stage high potentials, the earlier we start focusing on early stage high potentials the greater their impact on the organization will be.

☛ There are now cost efficient techniques that make it possible to effectively develop large numbers of early stage high potentials with limited internal budgets and resources.

☛ If we want to maintain our growth rate and unique competitive advantage, we can not afford not to implement a formal program for internal high potential development. Now it is time to get the rest of the organization on board.

Most organizations seeking to develop high-potential employees are looking for common attributes:

☛ Has the respect and trust of supervisors, peers and subordinates.

☛ Maintains a high level of competence in technical or functional discipline.

☛ Consistently produces tangible, measurable results above expectations.

☛ Ensures that team goals are achieved within cultural and ethical guidelines.

☛ Has a bias for action and is a proactive catalyst for change.

☛ Is open to feedback and constructive criticism.

☛ Self-manages in a manner that fosters learning and high-performance.

☛ Thinks and solves problems creatively and from a position of inquiry.

☛ Contributes critical judgment at some level of setting organizational strategy.

☛ Has a broad acumen of the organization's business and his or her role in its goals.

☛ Actively leads and manages teams that create a sense of loyalty and community.

☛ Is intimate with and strives to anticipate and deliver on customer's needs.

☛ Navigates and leverages resources within an increasingly distributed organization.