high potentials and crazy talk
DESCRIPTION
Four counter intuitive observations on how to build and leverage high potential talent for effective talent management today.TRANSCRIPT
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High Potentials and Crazy TalkKevin D. WildeJanuary, 2013
www.kevinwildeonline.com
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Taking GOOD notes …
• “Working Knowledge” ColumnTalent Management Magazine
www.talentmgt.com
• Dancing with the Talent Stars:25 Moves That Matter Now
– Talent Management– Learning Strategies– Executive Development– HR Excellence
www.amazon.com
• Collection of book chapters, etcwww.kevinwildeonline.com
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The #1 job of a High Potential isn’t to contribute to the business or build personal capabilities.
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The #1 Job of a High Potential is to find other high potentials.
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Hire For Potential
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Defining it isn’t hard.
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PERFORMANCE
Potential
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A study of leadership behaviors + potential judgments
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Big Differences Seen In LeadershipEffectiveness Of Promotable Incumbents
360
Scor
e
3.70
3.75
3.80
3.85
3.90
3.95
4.00
4.05
4.10
MostSuitable
Expandable PromotableDirectorsOfficers
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Potential: AcceleratorsSubset of Leadership Competencies which are most directly correlated to potential, bundled in 3 observable traits
1) Sees the future– Sets compelling sense of direction– Develops winning strategies– Anticipates problems
2) Navigates the organization– Influences the organization by breaking
down barriers– Collaborates across boundaries
3) Invests in people– Provides employees coaching and feedback to enhance performance– Builds a strong team
Look for those, IF ANY, that are consistently recognized as key areas of strength for this employee
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Case Study:What to do about Jose, Edward and
Christina?
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Talent Assessment Framework
Talent Assessment
Performance Over Time
Results“The What”
Behaviors“The How”
Potential*
Accelerators Learning Agility
• Business results• Performance against
objectives
• GMI Leadership Model • Sees the future• Navigates the organization• Invests in people
• Results Agility• People Agility• Mental Agility• Change Agility
*aspiration and willingness to move up should be considerations in final assessment
Absence of Derailers
• Lacks Org Savvy/Influence• Lacks Executive Presence• Lacks Strength in Key Skill
• Hasn’t Developed Strong Team• Cracks in Character• Lacks Strength in Both Strategy & Execution
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Case Study Part 4Read Part 4 of your case study materials
and answer the discussion questions:
1. Which of the 3 employees would you choose for this open position? What factors contributed to this decision?
2. What will you do to continue to develop the 2 employees you do not choose for this open position?
3. What would be the next assignment for each of the 3 employees after the Region Sales Manager role?
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Don’t Let Hi Potentials Manage Their Careers.
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Cross-Training
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Mentors & Sponsors
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No-Stick
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Tooth-Pick
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Golden Brown
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Avoid making a Hi Potential Feel Special.
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BalanceIndividualandthe PerformingTeam
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Individual Development Plan
• Everyone has one • Separate from
performance appraisal• Ask about it in Climate
Survey
INDIVIDUAL DEVELOPMENT PLAN FORM
Name:
Date:
PROFESSIONAL GOALS/MOTIVATIONS
TALENTS OR STRENGTHS
DEVELOPMENT OPPORTUNITIES
FOCUSED IDP OBJECTIVES AND ACTION STEPS
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Career Planning Example
Note:Other Roles Removed
Note:Other Experiences Removed
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% FAVORABLE
99 02 03 04 05 06
70%73% 73%
75%77%
80%
82% Agree
“I believe I have the opportunity for personal growth and development.”
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Executive Derailment Study
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Derailment Lessons Learned
Hi Pots Finding Hi Pots Builds a Stronger Pool
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Derailment Lessons Learned
Invest in Study, Calibration and Training
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Derailment Lessons Learned
Bring strategic perspective, creative options and personal mentoring to guide
Hi Pot growth
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Derailment Lessons Learned
Balance Star Treatment with Star Teams
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www.kevinwildeonline.com