1. What makes a business “super rising”?

2. Consistently hit goals! Met deadlines! Did great work! Performance Always two steps ahead! Embody core values! Earned respect! potential

3. Managing High Potentials

4. Identify high potentials Performance vs. potentials Agenda

5. 20% About or less high performing managers are also high potential leaders… “A high potential is an employee who can advance in two or more positions over the next 3-5 years.”

6. Should we objectively separate the judgment of performance from potential? YES!  not every high performer WANTS to climb the leader ladder  not every high performer CAN climb the leader ladder “I don’t really want to climb the leader ladder” “I’m good at what I do, so why bother changing?” Past performance is NOT the best predictor of future performance in significantly different situations.

7. Potential VS. Performance The dimensionHow it is defined Performance Level of success in current role. Demonstration of competencies for current role. Potential Capacity to become a successful senior leader. Likelihood of developing competencies required at senior leader level Potential = existing in possibility; capable of development into actuality

8. How do We Assess Each Marker of Potential?

9. The four factors of high potentials:  Drive to excel  Catalytic learning capability  Enterprising spirit  Dynamic sensors ability engagement aspiration

10. What’s the “Best” Method to Assess Potential?  Personality Tests  Cognitive Tests  Assessment Centers  Past Experiences  Supervisor Ratings  Interviews  360-degree Feedback

11. What does “Best” Mean? Measures Leadership Potential Valid To Managers and Applicants Acceptable Time and Money Feasible

12. Should we notify employees when they have been identified as a high potential?

13. You have your choices! But make sure you communicate your strategy!

14. Results in a higher retention rate of High Potentials Increases the ability to provide development resources & programs to High Potentials Results in a greater transparency to career development to motivate employee Increases the ability to create & execute cross- functional career moves for High Potentials Reduces concern regarding morale issues of employees not currently identified as High Potentials Promotes an environment that all employees are expected to be high performers Eliminate the cost & time required to provide focused development opportunities for High Potentials Emphasizes the development strategy that each manager is responsible for providing on-the-job development

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