Posted on : March 14, 2018
Views : 5
Category : Career
Unfortunately, potential is much harder to discern than competence. Moreover, your organization will be looking for it in what will soon be one of the toughest employment markets in history—for employers, not job seekers. Many companies have well-established “high potential” programs, through which they fast-track promising managers for development and promotions. But most of these are actually “high performer” programs, full of people who have done well in the past and are therefore assumed to have the best shot of doing well in the future. Egon Zehnder has developed a model to determine ‘potential’.The first indicator of potential is the right kind of motivation: a fierce commitment to excel in the pursuit of unselfish goals (aspire to big, collective goals, show deep personal humility, and invest in getting better at everything they do). Motivation first because it is a stable—and usually unconscious—quality. If someone is driven purely by selfish motives, that probably won’t change. Egon Zehnder then consider four other qualities that are hallmarks of potential, according to our research:
  1. Curiosity: a penchant for seeking out new experiences, knowledge, and candid feedback and an openness to learning and change.
  2. Insight: the ability to gather and make sense of information that suggests new possibilities.
  3. Engagement: a knack for using emotion and logic to communicate a persuasive vision and connect with people.
  4. Determination: the wherewithal to fight for difficult goals despite challenges and to bounce back from adversity.