What are the key components of a high-potential development program that works?

There are two questions that come to mind as a starting point. First, who in our organization (at all levels) has verified potential. There is substantial science, and a few strong tools available, to help move answering this question from subjective (poor accuracy) to more objective (higher accuracy). Second, we have to answer a new question, potential for what? By profiling the future jobs that we will need to fill and defining the talent sets best suited for those positions, we can gain a better sense of our bench strength and developmental actions needed.

Any high potential criteria should include people from different experiences and walks of life. The most common issue I see with succession planning is the "same as me" mentality. They're only high potential if they act and think like current leaders. The reality is that our business environment changes every day. Quoting Marshall Goldsmith, "what got you here won't get you there." Find Hi-Po employees that can challenge the status quo in meaningful and productive ways. Your company will be stronger and more successful because of them.

Effective high potential development programs involve rigorous identification, individualized development plans, mentorship, challenging assignments, targeted training, regular feedback, and networking opportunities. These programs align individual goals with organizational needs, fostering well-rounded skills, leadership capabilities, and professional connections. Success is measured through clear performance metrics, and adaptability is key to addressing evolving challenges and opportunities within the organization.

It is very important for any criteria to be tied back to your business strategy. Are you a high growth business where quick and effective decision making is key? Do you benefit from taking strategic risks or mitigating them? Does your organization need innovators or fantastic execution? Make them part of the criteria and traits you seek to further develop.

A successful high-potential development program typically comprises several key components to effectively identify, nurture, and advance talented individuals within an organization. For example clear Criteria and Selection Process, Establishing well-defined criteria for identifying high-potential employees is essential. This may involve a combination of performance evaluations, leadership assessments, and potential for growth. A transparent selection process helps ensure fairness and consistency.

This comes down to the simple formula I like to use. For all employees, including High Potentials, you must provide three things: 1. A way to grow 2. A chance to show 3. A place to go Give your employees the tools and resources they need to learn and grow, within and outside of their current role. Give your employees a way to practice and show off their newly formed skills and abilities. Collaborative projects, stretch assignments, or leading a small team are all great examples. And extra important, give your employees a place to use the new skills and abilities. Give them a place to go and progress in your organization. If you let blockers stand in the way, your Hi-Po's will chart their own course out of your organization.

I agree there isn’t a one size fits all. High potential leaders need to learn how they connect and respond. Any leaders greatest tool is themselves. Teaching skills of reflection, inquiry, and raising consciousness around self and others allows high potential leaders to distinguish themselves. It also enables them to understand potential derailers and be reflexive. Leaders who do work to raise their levels of consciousness, become less reactive and more creative are able to manage more effectively in complexity and enable others to collaborate with much greater skill. Designing programmes that enable this form of development have in my experience been the ones that have both the most individual and organisational impact.

Absolutely, high potential programs must allow for flexibility to learn & grow. Often organizations force-fit their high potential program templates on qualifying individuals mandating them to undergo rotation programs, or cross-functional projects. While that certainly has value, a high potential program must necessarily factor in the employee's motivations and career aspirations.

Any talent needs the right network of support around them to thrive and bloom. From a good manager, to a great sponsor and mentor to a supportive culture-these are all anchors that will further nurture the individual and tie their contribution into the business strategy.

I find 'mentoring programs' extremely valuable in enabling employees to connect with fellow peers/ colleagues and leaders of their choice. These mentoring engagements allow for the employee to initiate conversations on learning, skill-building, navigating the org. context, building cross-functional skills or pivoting to new career roles. The advice of a mentor who's been there, done that can actually be very helpful to high-potential employees and leave them inspired.

In designing your high potential development programme it is imperative to consider measures of success from the outset, and outline how you will demonstrate the ROI and impact on the business strategy. Further to this measurement is measurement of individual learner progress. Ensure you build in numerous feedback touch points such as 360 surveys, 121s, case studies and feedback forms. Use these measures as a means of building agility into the programme, enabling you to respond to changing needs of the organisation. The more feedback you have from learners, sponsors and key stakeholders the better able you are to pivot if needed.

In my opinion, linking a high-potential program to possible business outcomes is a good practice. Giving people who enroll a chance to choose what business challenge they would like to tackle during the High-Potential Program.

I feel that having this discussion before the start of the High Potential Program and asking about career aspirations can also help with avoiding the typical leaving at the end of the program.

High potential employees should also have the highest level of integrity and business ethics and courage to challenge the status quo if current business practices are shortsighted, solely focused on profit without taking a more strategic and holistic approach to business sustainability.