2. Model of Performance and Potential= +
BEHAVIOUR
TRACK RECORD
AMBITION
STRETCH
Do they consistently demonstrate the behaviours you look for in the leaders?
Do they have a record over time of sustained high performance?
Are they personally up for being treated like talent? Do they have the ambition?
Have they got what it takes to stretch to bigger, more complex, more senior roles in the organisation? If so, how far can they go? A B C D
PERFORMANCE MANAGEMENT
TALENT MANAGEMENT
PERFORMANCE
POTENTIAL
HIGH POTENTIAL
© PA Knowledge Limited 2017
Performance management, if designed and implemented well, provides an assessment of track record (what people deliver) and behaviour (how they deliver it). Components A and B in the model identify the performance levels of individuals and provide the input to talent management. Components C and D look at an individual’s ambition and whether they have the ‘Stretch’ element to get to a more senior or challenging role.
This model provides flexibility for organisations to adapt it to identify high potential individuals for their specific critical talent segments. Tailoring the contents of A and B, allows organisations to reflect their unique history, values and strategy, while tailoring Component D ensures individuals are evaluated against the ‘Stretch’ elements for a particular talent segment. Elements of ‘Stretch’ more often than not include learning agility; ability to work with increasing complexity and ambiguity; decision making ability; self-awareness and belief, and increasing levels of strategic thinking. Organisations need to tailor and define the stretch element to reflect those to reflect the needs of the organisation. A high potential individual will demonstrate all four components of the model.  
This is an equation, and you need all the elements to equal high potential:
A + B without C and D = high performing individuals
A + B + C without D = high performing individuals with ambition, who lack the final defining qualities
A + B + C + D = high potential individuals