4 Tips for Choosing Participants for High Potential Programs
In surveys about HR challenges, leaders point to leadership gaps in their growing companies. Their leaders need to strengthen skills in managing, developing, and retaining employees to execute the organization’s strategy successfully. Focusing on leadership development for high potential employees can help invest company resources optimally and build the leadership pipeline. However, how high potential program participants are chosen can be ineffective, resulting in frustration and wasted resources.
What Often Happens
Let me share a surprisingly common situation with a leader I’ll call “Drew.” He was an exceptionally talented professional. He knew his area inside and out and consistently gave 100% effort. Drew’s manager, Jennifer, loved Drew’s drive and ambition to move up the ladder. So when the company rolled out a high potential program for future leaders and asked Jennifer for nominations, she immediately pointed to Drew.
Initially, Drew was thrilled to join the program, but once the program started, his participation was limited to showcasing his past wins and disregarding the leadership topics. Drew wanted a “gold star” for being in the program and to lock in his next promotion. He wasn’t genuinely interested in learning or improving his skills.
Was this a good investment of the company’s limited training dollars? No! Not only did Drew not improve his effectiveness, but he prevented the other participants from getting the most out of the program. His arrogance and disengagement made group discussions and exercises difficult at best and a waste of time at worst.
As Adam Grant put it, “We’re too eager to bet on people who overestimate themselves—and too hesitant to invest in those who underestimate themselves. It’s easier to build up confidence than tear down arrogance. The people with the most potential are the ones who know they have a lot to learn.” Drew exemplifies having a fixed mindset focused on a promotion, a better title, and accolades – not a person who will thoughtfully and deliberately apply the insights from a leadership development program and help grow the company.
Making Better Choices
When selecting participants for a leadership program, the people with their hands raised are usually front and center. These employees are often chosen to join the leadership development program because they noticeably want to get ahead. However, ambition and potential are different.
Leadership potential also differs from past performance. Data show that most high performers are not high potentials (71%!). And many of us have firsthand experiences working with promoted employees who are struggling to find success at the next level. So while a solid record of accomplishment is desirable, we also want to see a substantial likelihood of success in a new role.
evaluate potential with these four considerations:
Likelihood of Actively Engaging in the Program and Applying the Learning. Learning agility is a critical capability for rising leaders. Look for individuals with an appetite to learn (and master) new types of expertise - these are most likely to succeed in a new role.
Receptivity to Feedback and Suggestions for Improvement. Look for individuals who ask for candid feedback, listen without defensiveness, and consider different points of view. People who show genuine curiosity tend to be better problem solvers. They are more likely to treat unexpected issues as challenges to overcome rather than threats.
Capability of Gaining Credibility and Trust from Peers and Subordinates. Do not rely solely on a recommendation from a participant’s manager. Some highly ambitious people focus only on “managing up.” You need people who can engage colleagues and direct reports in your leadership pipeline. Look for people who understand that leadership is more than achieving results but how results are achieved.
Get Objective Data. People tend to evaluate technical skills more accurately than interpersonal skills, judgment, or the ability to grow when making selection decisions. We also know from psychological research that people tend to like people who remind them of themselves. Assessments address these gaps and provide insight into what a person is like at their best and worst, their strengths and risk areas.
High potential programs can’t be a smart use of limited resources unless participants are open to learning and interested in applying that learning back on the job. By creating an intentional process to improve selection decision-making, you can ultimately ensure your program’s return on investment.
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Author: Cathleen Swody