Fast track development programmes for high potentials within a business are commonplace in progressive organisations. These initiatives create a strong platform for succession planning and prove an essential initiative for identifying, developing and retaining talented employees who have the potential to be leaders of the future.

However, the success of these programmes relies on being clear about the difference between high performers and high potentials.

Research and recent studies challenge the assumption that your high performers are your natural future leaders, your ‘high potentials’.  Results from a study by Zenger/Folkman suggest that a high potential individual is usually within the top 5% of employees within an organisation. However, the study also concluded that over 40% of individuals within high potential programmes may not belong there, based on their leadership effectiveness and ability, and more surprisingly 12% were found to be in their organisation’s bottom quartile of leadership effectiveness.

From my own experience, I can recall on many occasions when high performance has clouded my judgement on the potential leadership ability of an employee. The skill sets and approaches required to be an effective leader are different and on reflection, you must explore the differences between Management and Leadership.

Performance is about the here and now, with high-performance measured on the delivery of tangible results in a timely and effective manner. Potential is about the future and the ability to lead, motivate and influence results through others and to see beyond the task at hand.

The seven traits of successful individuals

When analysing the successful individuals that I have worked with throughout my career, who have gone on to reach their potential as leaders, the following traits have been evident:

  • The ability to motivate and inspire others
  • A hunger for continual personal development, which is self-initiated
  • Developing relationships across all levels of the business and seeking out a mentor or coach to support them
  • An awareness of their strengths and how to build upon them and use them for maximum impact
  • Adding value and taking ownership outside of their remit for the benefit of the organisation
  • Taking risks outside of their comfort zone and developing a resilient and receptive approach when not everything goes to plan
  • Thinking about the bigger picture, rather than just the here and now

As you start to think about identifying your next generation of leaders – think again and look closer. All high potentials should be high performers, however not all high performers will have the necessary leadership attributes or the desire, to be high potentials.

David Guile is an Executive Leadership Coach. Having worked his way up through all the managerial levels within the hospitality industry to CEO, he combines hard-won experience with a robust coaching methodology to provide insights, support and direction to help emerging leaders find, own and work their potential and the potential of others. 

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