It’s all about allowing people to experiment, try things out, give ideas, and learn. You can never know the true potential of a person unless you give them enough time and space to blossom. And opportunities to do so! You hire someone or a specific position and it’s normal to want them to do their job, but you never know what else is lurking underneath. What are some of their others skills, interests, and hobbies? If you take an active interest in your employees, you will soon learn all things they might have potential in, including leadership skills, long-term employment, etc. I had a guy who I promoted from painter to HR because I noticed a real talent for people skills in him. He’s been one of my most loyal, most talented employees, so always be on the lookout for that hidden potential.
In my startup, we emphasize giving high-potential employees ownership over projects that align with their strengths and growth areas. In a recent example, we identified a sales rep with potential, and interest, in product management. We entrusted her with leading a pilot project, offering full ownership from conceptualization to execution, supplemented with regular feedback sessions. This empowerment led to the successful launch of a new service offering, and added to our annual revenue growth. This taught me how blending responsibility with continuous feedback could create an environment where high-potential employees had the opportunity to directly contribute to the company’s success.
One of the best ways to develop high-potential employees is to help them elevate their perspectives. Recently I had a great team member approach me because a peer was asking for something to be done that technically wasn't their responsibility. Instead of telling him to "do it" or "don't do it", I wanted him to think bigger. I challenged his thought and said, "If you were involved, how could you make it better? Could you find a referral? Could you turn it into a cross sell opportunity?" His response was "Darn you and making me think better." Asking the right questions to help your high-potential employees think bigger is an easy way to help them develop.
As the owner of a small but growing recruiting firm, I'm always looking for next generation leaders. Developing these high potential employees is a priority, but I've learned that over manipulation is a concern. It's natural to want to have a hand in every part of their growth, but knowing when to step back is just as important. Recently, I had a promising employee who -- right at the moment of opportunity -- fell flat. At first I was baffled, but after a conversation with my partner, I realized the issue: By over involving myself in her success, I'd actually dissuaded her natural confidence. She had learned to rely on my opinion so heavily, she no longer trusted her own innate gifts. Once I stopped micromanaging her, she quickly regained her self assurance. Linn Atiyeh Founder & CEO, Bemana https://www.bemana.us/practice-area/industrial/
We follow Jim Collin's advice in Good to Great to put your best people on your biggest opportunities, not your biggest problems, which has proven to be very effective. For example, a year ago we had a sudden opportunity to launch an extremely valuable new offering to our clients because of a program that unexpectedly became available. We tapped one of our highest-potential emerging leaders to spearhead the project, which was certainly a stretch for them at the time. This gave the employee the opportunity to work very closely with our executive team and demonstrate the amazing work they did to turn that opportunity into a reality. The project created a significant impact on the company as a whole, boosting monthly recurring revenue (our most important metric) by 10% over a 4-month window. Keys to success included: 1) Choosing a high-potential employee whose talents, interests, and skills aligned with what was needed for the project 2) Giving the employee plenty of support from our executive team, especially our COO, as well as other parts of the company. We communicated to the whole team that this project was our #1 priority and that we needed everyone else to clear the decks to help in any way they could, which the team did an amazing job of accommodating. 3) Doing a detailed retrospective after the project to learn everything we could for the future about what worked well and what we would do differently in the future.
Developing high-potential employees is a strategic imperative for any organization looking to build a strong leadership pipeline. A real-life approach we've successfully implemented at Spectup involves a combination of personalized development plans, mentorship, and stretch assignments. For instance, we identified a high-potential software developer in our team who showed exceptional technical skills and a keen interest in project management. To develop her potential, we created a tailored development plan that included formal training in project management, leadership workshops, and regular one-on-one coaching sessions with a senior leader in the company. We also assigned her as a lead on a small-scale project, providing her with a "stretch assignment" that pushed her beyond her current capabilities and comfort zone. This hands-on experience, coupled with targeted learning and mentorship, allowed her to rapidly acquire the skills and confidence needed for larger leadership roles. Within a year, she successfully transitioned to a project manager position, where she led a team on a high-profile project, delivering exceptional results. This success story underscores the importance of investing in high-potential employees through a structured, supportive approach that aligns with their career aspirations and the organization's goals.
Make it safe for them to fail. High-potential employees are formed in the challenges they take on, so your team must feel that if we try something big and it fails, they won’t be punished or face backlash from management. Work closely with your high-potential employees, model healthy risk-taking behaviors, and reward them for every ambitious project they take on, regardless of its outcome. Show your high-potential employees that even if they fail, you don’t see it as a reflection of their abilities but as an inevitable part of the growth process.
Something a little different to try is utilizing a learning management system (TalentLMS) to create short videos and courses to help train the employee and put them on a path to ascend in the organization. While time consuming, we've spent time documenting and recording training videos for many processes to not only expedite new employee understanding of our business but also high-potential employees. This has helped us have a very high retention rate for employees and promotion of employees who have come into the organization.
For all my teams, there is a published career trajectory. From the most junior to most experienced person, we go over the trajectory and come to an agreement on where they are headed. For people ready to make a change, I create a growth plan. It's specific, actionable, and measurable. We meet about it every two weeks. When they hit the goals, I give the promotion starting the following quarter.
In my personal opinion, I believe all employees can be high potential employees. The key is finding out what job or industry they have high potential for. More often than not, people are in the wrong job and they either sink or swim in those roles. Some swim better than others due their work ethic despite it not being quite the rightr fit for them. Then there are employees who soar above the rest. These employees are typically in the right role, with the right training and often with the right leadership. Filling seats is a tactic used when companies are desparate. Keeping those seats filled with the wrong people becomes a habit when companies either become lazy or get overwhelmed by industry demands. To develop employees who are high-potential so that they do soar above the rest companies must do assessments and determine what is needed to excel in the roles they have within the organization. Once it is known what is needed the organization can put those tools and/or training modalities into place and be willing to invest well so they are sure their employees get the best bang for their buck. Additionally, leadership must be on board and fully committed to a development culture including leadership development which often includes soft skills support in the way of things like emotional intelligence training to help them stay connected to the pulse of staff and the communities they serve.
I have found effective in developing high-potential employees is to encourage them to pursue cross-functional projects and opportunities outside their immediate roles. As a Founder of SaaS Solutions and a tech expert, I've witnessed the transformative impact of exposing employees to diverse experiences and challenges. By actively involving them in projects across different departments or disciplines, high-potential employees gain invaluable insights into the broader workings of the organization and develop a holistic understanding of business operations. For example, I encouraged a talented software developer to participate in a marketing campaign, allowing them to apply their technical expertise to creative problem-solving and gain a deeper appreciation for customer needs and market dynamics. This cross-pollination of skills and perspectives not only accelerates personal growth but also cultivates adaptable and well-rounded leaders capable of driving innovation and collaboration across the organization.
Absolutely! At Taskade, we've found our best employees often come from our most engaged users and ambassadors. We nurture their potential by providing learning opportunities, clear career paths, and mentorship. For example, one of our users-turned-ambassadors showed exceptional product knowledge and a passion for helping others. Through mentorship, they transitioned into a full-time role within our customer success team and continue to thrive. The key? Invest in your community, and you'll uncover hidden talent that drives both success and culture.
I joined Content Whale as a CMO in the growth team. Under me, I had a few individuals with their own strengths and weaknesses. I had one-to-one with all of them to understand their current role in the team and what contributions they were making. I mean, I didn't wanna be there but a mentor who would guide them towards their highest potential. So, after evaluating each individual, I, for the first week, gave them all tasks according to their strengths. Obviously, they excelled and loved their work. Results helped the company to grow in terms of numbers such as traffic, CTR, audience reach, etc. Then, I kept giving them challenging tasks step-by-step to ensure there was no stagnancy in terms of skill development. Months passed by and they didn't even realize how they grew from where they were to where they are now. Today, each of them is a force of their own nature and can handle projects independently. I am really proud that I can rely on them while making efforts from my side to ensure they keep growing. Lastly, I would say that as a leader, your job is to carve a genius out of your employees by assigning them tasks they actually can do. Remember that no fish can fly, and no bird can swim. They are perfect at what they do; your contribution is only to mentor them to do better at what they do best!
One effective strategy is offering personalized mentorship opportunities. For instance, we paired a talented marketer with a seasoned executive, fostering skill development and leadership growth. Providing challenging projects and cross-functional experiences cultivates well-rounded professionals. By investing in their development, we've seen remarkable transformations, with many rising to leadership roles within the company. Nurturing talent not only strengthens our team but also drives innovation and long-term success.
As businesses continue to evolve and grow, the need for effective leaders becomes increasingly important.It is not enough for a leader to simply manage their team; they must also be able to identify and nurture high-potential employees who have the ability to drive the organization forward.So how can leaders develop these high-potential employees? The answer lies in providing them with opportunities for growth and development, as well as creating a supportive and empowering environment for them to thrive in.One key aspect of developing high-potential employees is to provide them with challenging assignments.These can include projects that push their boundaries, expose them to new skills and responsibilities, and allow them to take on leadership roles. By giving these employees the opportunity to tackle challenges outside of their usual scope of work,they are able to develop new skills and gain valuable experience.It is also important for leaders to provide regular feedback and support to high-potential employees.This can include both positive reinforcement as well as constructive criticism to help them improve.By actively engaging with these employees and showing a genuine interest in their development, leaders can build trust and foster a positive working relationship.
Developing high-potential employees is crucial for sustained business success. One effective strategy is to provide them with targeted mentorship programs. At dasFlow, we pair high-potential team members with seasoned leaders in their field. This one-on-one mentorship focuses on developing specific skills and knowledge areas identified through performance reviews. For example, a promising employee interested in sustainable fabric sourcing was mentored by our lead supply chain manager, resulting in innovative eco-friendly material use in our products. This approach not only accelerated the employee's growth but also contributed to our company's commitment to sustainability.
The most effective approach to developing high-potential employees is to delegate leadership responsibilities to them and observe their adaptation to these new initiatives. I believe that this practice not only equips employees with vital leadership skills but also provides them with invaluable experience in assuming leadership roles. Through consistent delegation of responsibilities, individuals gradually build confidence and evolve into effective leaders. For example, At Earth Web, we usually delegate the role of moderating meetings during our sessions. It has proven to be a valuable method for cultivating essential managerial and leadership skills, including planning, coordination, organization, and guidance. Furthermore, this practice communicates to employees that their contributions are valued, fostering a sense of empowerment that nurtures the qualities necessary for assuming managerial or leadership positions within the organization. I encourage the cultivation and empowerment of individuals to become influential leaders within your organization.
At ContractorBond.org, one effective strategy we've implemented for developing high-potential employees is giving them ownership of high-visibility projects. This approach not only tests their ability to manage complex tasks but also enhances their visibility within the organization, providing a platform to showcase their skills and potential to senior management. A notable success story resulted from this approach when a high-potential project manager was entrusted with leading a crucial project focused on implementing sustainable building practices. This initiative required collaboration across departments, innovation, and decision-making skills. The project's success not only exceeded expectations but also established new benchmarks for our environmental efforts, showcasing the employee's leadership, problem-solving abilities, and capacity to effect change. This experience accelerated the employee's growth and showcased opportunities for initiative and impactful leadership to other team members. It emphasized strategic decision-making, collaboration, and leading by example. By entrusting high-potential employees with significant projects, we cultivate leaders ready to tackle future challenges and drive long-term success for the company.
To develop our high-potential employees, we ensure they have access to external leadership conferences and seminars. This not only provides them with learning opportunities outside the organization but also exposes them to new ideas, trends, and networking opportunities with leaders in their field. Investing in their external development demonstrates our commitment to their growth and brings fresh perspectives back into the organization.
In my experience as a leader working in leadership roles in many teams across various industries, I learned that one of the best ways to develop high-potential employees is to set them up for coaching with the company's or field's best coaches, trainers, and mentors. Yes, high-potential employees are certainly capable of taking on more responsibility and tackling advanced projects, but the real development comes when you introduce and have them go through a coaching process pointed in the right direction and influenced by both internal and external sources of knowledge, experience, and skills. I'm only mentioning this particular approach as it worked for me during the early days of my professional career, and I've been thankful and partnered up with that leadership team ever since.