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What are the main challenges cited by high-potential employees? And what developmental issues do they need to address as they move up the corporate ladder?
Organizations need to be ready to give their high potentials the tools they need to think and act more strategically, to lead with greater conviction, and to build and maintain connections as they look for methods to make sure that they live up to their potential. Organizations must essentially build the framework that enables high potentials to simultaneously grow their macro skills in strategy and their micro skills in interpersonal connections.
As organizations seek to develop their high potential, there are three distinct priorities:
1. To help high-potentials develop their leadership style, assess them against key abilities.
Although the majority of high potentials have led small teams, their next career move will probably include managing larger teams, where they won't be able to engage with every team member on a regular basis. High potentials must establish the conditions necessary for the team to function well without them on a daily basis as they advance to leading at scale and scope. In order to do this, operational platforms and rewards for encouraging excellent behavior must be developed. Moreover, a dynamic and healthy culture must be supported and fostered, and a setting that encourages team members to advance and produce must be established.
2. Assist high-potentials in developing their emotional quotient.
As one advances in their job, they frequently have to depend on others to complete the work, which calls for trust, support, and direction. In essence, emotional intelligence is necessary, and self-awareness and empathy are two key components of emotional intelligence that are essential for high potential. Several studies have found a connection between self-aware leaders and environments that are welcoming, encouraging, and productive. Programs and experiences that help high potentials develop their self-awareness are therefore essential. Role plays, evaluations, feedback, and video recordings can all help with this.
3. Promote a growth mindset.
High potentials must be able to understand how multiple functions interact and how their organization's strategic imperatives are influenced by and influence the current contextual landscape in order to transition from a core technical or specific functional area to a general managerial role. The capacity to comprehend the context and change one's style and approach would be beneficial for leaders to develop. To do this, one must step outside their comfort zone (such as their primary technical area) and adopt a learning mentality.
High potentials have been acknowledged for their focus on results and work ethic, but the next step in their leadership development will depend on their capacity to collaborate with and leverage the efforts of others. A stronger emphasis on relationship management, communication, and emotional intelligence will be necessary for that achievement. Managers and organizations must offer coaching, developmental support, and stretch opportunities to high-potential employees, and these employees must accept these possibilities with an open mind and a focus on learning.
Source: HBR
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