High Potential for What, Exactly?

Organizations work hard to identify those team members who possess high potential. In the collective eyes of the organization, these are people who display a special talent. This X-factor distinction presumes a favorable pathway forward and those with the label are typically given more opportunity to shine. 

Those designated with the tag often receive choice assignments or are invited to engage with other high potentials in development programs designed to launch them toward even greater success. High potentials are thought to be in a league of their own and organizations treat them like prized assets. Deservedly so. They represent the pipeline of opportunity and success for the future of any organization.  

The idea of what counts as high potential, however, is rarely debated: Potential for what? 

Leaders often identify those with high potential without really thinking through what is meant by the words or the distinction. In many cases, those with the label rise quickly through the ranks of leadership even though their skills to lead others is not where they excel. 

In the ideal, the potential to be promoted into the next role should reflect a high prospect for leading others toward results. When team members exhibit an ability to get things done through others while holding themselves and their colleagues to high standards, we think of them as having leadership potential. 

But there are several other forms of potential that are equally powerful for organizations that often get lumped into assessments of talent. 

Take, for example, the ability to take on more complex and technical tasks. The potential to become more expert and to use that expertise to the advantage of the organization is normally held in high regard in the workplace. While we may not want to promote a team member with expert potential into an elevated leadership role, they should be rewarded for how they learn and share their understandings. 

Other areas of potential are equally important: 

• Project management potential 

• Potential for commercial success 

• Potential for large group presentations 

• Potential to design and run events and meetings 

• Interviewing and talent assessment potential 

The list goes on. Potential always reflects an ability to do and achieve more. 

Not all potential reflects a prowess for leadership. Before deciding who the high potentials are, the best organizations define what they mean and who they are looking for. Presuming everyone shares a common view is foolish. 

Knowing who people may become is an essential assessment for the long-term success of all organizations. Investing in colleagues with high potential is important work. Just don’t presume everyone with the ability to do more should become a more senior leader or manager. Reserve that for those with leadership potential!