1. Talent Quarterly presents Potential: Who Can Go Father, Faster? Jack Zenger, Zenger Folkman Blaine Gaddis, Hogan Assessment Systems Marc Effron, Talent Strategy Group

2. Your Presenters Jack Zenger, Zenger Folkman Blaine Gaddis, Hogan Assessment Systems Marc Effron, Publisher, Talent Quarterly

3. About Talent Quarterly Provide challenging, science-based, insightful and practical information to corporate executives Be an “honest broker” of information; not biased toward any ideology or corporate sponsor Exist to provide information, not to sell you conference, products, etc.

4. What’s the State of Potential? Marc Effron, Publisher, Talent Quarterly

5. www.newtmn.com How are companies measuring and using potential? 140+ companies Largely US

6. Two models dominate

7. Dominant definition, but it means what?

8. Accuracy: It’s... OK

9. We’re still lying to our employees

10. Get it at www.talentstrategygroup.com Four Red Flags 1.No hard science 2.Multiple “correct” models 3.Measure performance, but maybe not potential 4.They ignore the situation Your Potential Model Is Wrong (or at least not right)

11. Removing the Politics from High Potential Programs Blaine Gaddis, Hogan Assessment Systems

12. REMOVING THE POLITICS FROM HIGH POTENTIAL PROGRAMS Blaine Gaddis & Michael Sanger

13. Globalization, talent shortages, succession planning Employees nominated to participate for several reasons Identification of socially skilled & overly confident employees interested in influence and climbing the ladder When procedures based on emergence, dominant males get the nod and ethnic diversity & gender equality stifled The organization’s next generation of leadership looks, acts, and thinks like the current generation Lord, de Vader, and Alliger (1986). Journal of Applied Psychology, 71, 402 – 410. REMOVING POLITICS FROM HIPO Continuing importance of HIPO programs

14. Characteristics needed to gain recognition and navigate organizational politics not the same as those required to build and maintain a high-performing team Climbing the mountain not the same as surviving once you reach the summit HIPO programs based on emergence too often focus on the “shiny objects” and overlook “hidden gems” REMOVING POLITICS FROM HIPO Emergence ≠ Effectiveness

15. “Successful” managers promoted quickly spend time managing up by networking and politicking “Effective” managers with committed subordinates & high- performing teams spend time managing down by guiding direct reports and driving team performance Outstanding leaders are persistent and humble, taking themselves out of center and putting their people first Some HIPO programs overlook these types of leaders Luthans & colleagues, 1985, 1988a, 1988b; Collins, 2001. REMOVING POLITICS FROM HIPO Success vs. Effectiveness

16. Top development companies use assessments instead of politically-based nominations with HIPO employees Different assessment types used to identify HIPOs, target development needs, and facilitate succession planning Using assessments resulted in performance improvements over 12 – 18 months Personality, values/interests, engagement, 360° ratings commonly used Church and Rotolo (2013); Church, Rotolo, Ginther, & Levine (2015). REMOVING POLITICS FROM HIPO Replacing politics with science

17. Personality Predicts emergence, effectiveness, transformational behavior, managerial promotion/level, teamwork, and team performance Values & interests Predict occupational membership, job satisfaction, satisfactoriness, productivity, and organizational climate Engagement Predicts turnover, customer satisfaction, productivity, and business unit performance; facilitates resource investment 360° ratings Facilitates assessment of reputation across perspectives, facilitating richer and more nuanced HIPO development REMOVING POLITICS FROM HIPO Replacing politics with science

18. Don’t Base HIPO decisions solely on supervisor nominations Assume the “bright & shiny” person is a true HIPO Overlook hidden gems by focusing only on emergence Focus only on employees who manage up effectively Do Use proven assessments to identify and develop HIPOs Uncover hidden gems by looking at effective team leadership Focus on employees who manage down effectively Find your most persistent and humble people REMOVING POLITICS FROM HIPO Some final do’s and don’ts

19. 2622 E. 21st St. | Tulsa, OK 74114 800.756.0632 918.749.0632 hoganassessments.com

20. Can 369-degree Feedback Predict Potential? Jack Zenger, Zenger Folkman

21. The Predictive Value of 360-degree Feedback © ZENGER FOLKMAN 2015

22. Questions? Potential: Who Can Go Father, Faster? Jack Zenger, Zenger Folkman Blaine Gaddis, Hogan Assessment Systems Marc Effron, Talent Strategy Group