High Potential Talents and Their Needs

Jim van Hulst has worked in several leadership functions at EY, ING Bank, ABN AMRO Bank, and Johnson Controls International. His positions have included Director Talent Management, Global Head Professional Development, and Global Learning Technology Leader. Jim has an MSc. in Learning Technology from the University of Sheffield and a Bachelor of Education from the University of Arnhem/Nijmegen. He also holds a diploma in Business Management and Leadership from the Rotterdam School of Management, and he completed his MBA in 2020 from MSM, The Netherlands. He is a frequently asked speaker and author of numerous articles. Jim founded Jignite recently in 2021.

Jim van Hulst, owner Jignite

How to recognize your high potentials

I am currently working on a long-term assignment for a client as an ad-interim manager. One of the topics we cover in this role is managing high potential talent.

What is High Potential Talent?

High-potential talent are those employees with the ability and motivation to grow and take on future leadership roles in your organization. They are not necessarily the same as high performers, who excel in their current tasks but may not have the skills or desire to lead others. High-potential talent needs to be identified and developed differently from high performers, as they have different needs and expectations.

One of the key needs of high-potential talent is to have challenging and meaningful work that allows them to stretch their capabilities and learn new skills. They also need feedback and coaching from their managers and mentors, who can help them navigate the complexities and ambiguities of leadership. High-potential talent needs a clear career path, opportunities to advance within the organization, and exposure to senior leaders and cross-functional teams ¹³.

Organizations need to have a robust and systematic process for identifying and developing high-potential talent to meet these needs. This process should include:

  • A common language and criteria for defining performance, potential, and readiness.
  • A fair and objective assessment of high-potential talent based on observable behaviours and psychological markers.
  • A differentiated development plan that aligns with the individual’s strengths, gaps, and aspirations.
  • A supportive culture that fosters learning, innovation, and diversity.

By investing in high-potential talent, organizations can build a strong leadership pipeline that can drive growth and success in the future.

What psychological markers can help you spot and develop high-potential talent?

According to research, three main dimensions predict an individual’s ability to handle increased complexity and grow into future leadership roles: cognitive quotient (CQ), drive quotient (DQ), and emotional quotient (EQ).

What is CQ?

Emotional quotient (EQ) refers to how an individual interacts with those around them and manages their own emotions. High-potential talent have a high EQ, which means they can:

  • Build trust and rapport with diverse people.
  • Collaborate well with others and leverage their strengths.
  • Manage their emotions and impulses.
  • Show empathy and compassion for others

The cognitive quotient (CQ) refers to how individuals leverage their intellect to solve problems, learn from feedback, and adapt to changing situations.

High-potential talent has a high CQ, which means they can:

  • Think critically and creatively
  • Analyze data and synthesize information
  • Learn from mistakes and failures
  • Adjust their strategies and actions based on feedback.

For example, a high-potential employee with a high CQ might propose a new way of improving efficiency or quality, or they might seek feedback from others to improve their performance or skills.

What is DQ?

Drive quotient (DQ) refers to what motivates an individual and how they apply their energy to achieve their goals. High-potential talent has a high DQ, which means they can:

  • Set challenging and realistic goals for themselves and others.
  • Take initiative and show ownership of their work.
  • Seek out opportunities for growth and development.
  • Demonstrate resilience and optimism in the face of obstacles.

For example, a high-potential employee with a high DQ might volunteer for a stretch assignment requiring them to learn new skills or work with different people. Alternatively, they might overcome a setback by finding alternative ways to reach their goal.

What is EQ?

Emotional quotient (EQ) refers to how an individual interacts with those around them and manages their own emotions. High-potential talent have a high EQ, which means they can:

  • Build trust and rapport with diverse people.
  • Collaborate well with others and leverage their strengths.
  • Manage their emotions and impulses.
  • Show empathy and compassion for others.

For example, a high-potential employee with a high EQ might establish a positive relationship with a difficult stakeholder or customer, or they might handle a stressful situation calmly and constructively.

Can these markers be developed?

These three psychological markers are not fixed traits that one either has or doesn’t have. They can be developed over time through feedback, coaching, training, mentoring, and experience. By identifying the areas where your high-potential talent excel or need improvement, you can tailor your development interventions accordingly. For instance, you can provide them with challenging assignments that require them to use their CQ, DQ, or EQ skills; you can pair them with mentors who can model these skills; or you can enroll them in training programs that can enhance these skills.
High-potential talent are your organization’s future leaders. By understanding their needs and their psychological markers, you can help them reach their full potential and prepare them for the challenges ahead.

Resources:

  1. How to Spot — and Develop — High-Potential Talent in Your Organization. https://hbr.org/2022/05/how-to-spot-and-develop-high-potential-talent-in-your-organization .
  2. What Science Says About Identifying High-Potential Employees. https://hbr.org/2017/10/what-science-says-about-identifying-high-potential-employees .

Online articles:

  1. https://www.bbc.com/worklife/article/20180508-the-secrets-of-the-high-potential-personality.
  2. https://www.ddiworld.com/blog/developing-high-potential-talent
  3. https://hbr.org/2022/05/how-to-spot-and-develop-high-potential-talent-in-your-organization
  4. https://hbr.org/2010/06/are-you-a-high-potential
  5. https://hbr.org/2017/10/what-science-says-about-identifying-high-potential-employees

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