High Potential Development
Evaluating the potential of existing team members is integral to the success of every company. When an existing team member is noticed to have “high potential” to effectively fill a strategic position, TW&A can use its High Potential Development strategies to specify exactly what type of development will be needed for long-term success. A High Potential candidate likely already understands the intricate needs of the organization and has the tools and character to successfully lead.
TW&A has created a program that can help identify these candidates within the organization and create a program to transition them to meet the long-term goals of an organization.
Creating Organizational Readiness
Studies show that the ability to effectively identify and prepare high potential leaders remains challenging. Roadblocks typically come in three forms:
Lack of clear direction
No working definition of “high-potential”
Not engaging existing leaders in the process
Clear Direction:
A formal process for evaluating and nominating high potentials, and accurate definition to guide consideration and decision making, and sufficient rating instructions are key to establishing an organization’s clear direction.
Understanding “High-Potential”:
Research conducted by Development Dimensions International (DDI) shows that high-potential is at least as much personality-based as it is experientially or educationally determined. The study’s “10 Differentiating Factors,” include Propensity to Lead, Brings Out the Best in Others, Authenticity, Receptivity to Feedback, Learning Agility, Culture Fit, Passion for Results, Adaptability, Conceptual Thinking, and Navigates Ambiguity.
Ensuring Leadership Participation:
DDI’s study also finds that when testing approaches are used to identify high-potentials without managers’ input, managers are likely to be less invested in their actual development. Tim Weitzel & Associates provides the necessary support tools and ensures key stakeholders are engaged in the high-potential discussion from the beginning. We also bring the following best practices to the table to maximize the accuracy of the identification process.
Personality Assessment
The core tool we use to identify and articulate the personal aspects of performance capability is the Hogan Assessment, considered the gold standard in personality-based assessment solutions. Studies show that it has the highest predictive validity (how a person will behave on the job). We examine how a leader will approach the job as well as personality characteristics that could result in derailment. Assessing potential is an indispensable component, providing insight into how an executive will manage change, execute business strategies, lead people, nurture a positive organizational climate, influence stakeholders, and much more.
Behavioral Interviewing
“The most accurate predictor of future performance is past performance in a similar situation.” Moving from mental profiles to work history, Behavioral Interviewing helps us gain insight into past performance and how successfully a candidate has demonstrated the qualities your organization needs. Behavioral Interviewing helps determine if a candidate can confirm their ability to take action and deliver results.
Cognitive Testing
TW&A uses the Raven’s Progressive Matrices (which addresses cultural bias) to measure critical thinking ability, a strong predictor of executive success. This instrument is the industry’s premier tool for cognitive assessment and measures how executives question, analyze, and make decisions under pressure. In short, they help gauge cognitive horsepower.
360 Feedback Assessment
360 Feedback Assessments tap into the system’s knowledge about each high-potential leader. Using the competency model behind the organization’s Leadership Success Model, we gather survey feedback from key stakeholders such as the candidate’s boss, employees, customers, co-workers, etc. This information is integrated and cross-referenced with other sources of data collected.