As the sponsors in our data set considered the next step for their high potentials, they often cited the need for high potentials to have a broader vision and a deeper sense of the strategic and competitive landscape. They noted that the technical and functional skills that enabled high potentials to excel may in fact impede their ability to see the “big picture.” As one manager wrote, “Calvin’s* weakness is seeing the bigger picture of how what he manages affects the entire organization.
As organizations search for ways to ensure that their high potentials fulfill their promise, they must be prepared to equip them with the ability to think and act more strategically, to lead with greater conviction, and to cultivate and nurture relationships. In essence, organizations must create the scaffolding that allows high potentials to simultaneously develop the macro skills of strategy and the micro skills of interpersonal relationships.
Managers can support this effort by tracking high potentials’ progress against key leadership competencies, such as team management, relationship building, and communication. In particular, a high potential’s ability to lead effective teams, inspire and motivate others, and articulate a compelling vision are dependent on their ability to successfully communicate.
While many believe that empathy is something that you either have or don’t, it can be learned, but it requires dedicated behavioral change. By focusing on inquiry,
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