Top talent. High potentials. Future leaders. Fast trackers. Called by a variety of names, they are the organization’s “chosen ones” - the people believed to be the future leaders and successors to the top jobs. They get the attention, the money, and the opportunities. So how do you get on this gravy train?
Everybody always wants to know what the secret is to becoming one of the golden children. Jealous co-workers attribute an individual’s place on the “A” list as the result of politicking and brownnosing, or being in the “right place at the right time.” Organizational leaders cite clear process and competency-based criteria as the basis for their top talent selections. Who’s right?
In conversation with CEOs and CHROs, and based on our work with hundreds of “high potentials” and “fast-trackers” over the years, we have found that there are actually two sets of rules that come into play when an organization is selecting the people to groom for future greatness -- a formal, visible process, and an informal, unspoken, process. Together these create a set of criteria for identifying, grooming and placing up-and-coming talent in progressively bigger roles.
Three Official Rules
Perform consistently
No way around it — you can’t be considered top talent if you can’t get the job done. Even in difficult market conditions and a tough economy, the real leader gets determined and creative and does whatever it takes to deliver -- and the organization knows it. No excuses. And they do it again and again. It’s easier, of course, if you’re on a high profile project or if you have regular opportunities to profile your accomplishments in executive forums, rather than having to create and seek visibility. But even if your role has you tucked away in a back corner, somebody somewhere will be looking at your numbers and when they do, you better have delivered if you want to be considered part of the organization’s future. This one is table stakes.
Build capacity
Real leaders build organizational capacity, so the entity is capable of more that it was before you got there. What does that mean, exactly? It means that you recognize and groom the team that can support you in getting things done — and that you aren’t afraid to surround yourself with the best and brightest. Is there a highly effective administrator that can be sure you get the things that you need, when you need them? Is the best engineer in the company someone that you can depend on to pull together great product ideas and then execute? Is there a junior staffer who has their own capacity to become a leader — someone you can mentor, and someone who will help you get things done? Nurturing the potential in others — training, coaching, mentoring — takes time, and requires patience and attention, so it easily falls to the bottom of the priority list, but it’s critical for your team’s performance and your own reputation as a leader. And make no mistake - there’s a self-serving aspect to this one, too. You can’t move on if you don’t have a strong bench behind you. Become known as a developer of talent and you’ll be the one that others want to work for, now and in the future.
Be agile
The business environment today moves fast, and changes often. Top talent can move with the pace of change and can adapt to new conditions quickly. With fast-moving technology, increasing complexity and new methods of marketing gaining momentum by the minute, top talent must be willing to think in creative ways, adapt to new business possibilities, and be willing to step out on the ledge from time to time. Business as usual won’t work. Business leaders have a clear choice — adapt, or fail. Sometimes that adaptability requires a stretch outside your core strengths and courage in the face of a new challenge, but top talent can handle it.
Three Unofficial Rules
Show the right kind of ambition
Ambition is important — but probably not in the way you’re used to thinking about it. Sure, everybody wants to move up and be acknowledged for their achievements, but their motivation can show up in two entirely different ways. For some, advancement is the end game and the reason for driving hard — it’s all about the promotion and “what’s in it for me.” For others recognition is the benefit of having done a job incredibly well — the reward for having excelled at the thing you were hired to do. People with both types of ambition want to succeed and progress, but there is a very different agenda and focus about them. The “high potential” individual is the one who works first to achieve the organization’s success and trusts that their own will come as a result. The other is self-serving and can never gain real followership.
Never rest
Organizations understand that their leaders need to be constantly learning, always improving, highly curious, open to new ideas, and never too busy to get things done. Especially in the rapidly changing and increasingly complex business climate today, this innate thirst for knowledge and growth is absolutely critical in someone pegged as High Potential. Gone are the days of “we’ve always done it that way” excuses for letting a company fail. Doing more of the same thing isn’t going to help when results need to change. Leaders need to be willing to explore new ideas, listen to innovators, and take calculated risks in order to move their organizations forward. This also means that you’ve got to keep your professional network up to date and well taken care of-- you need to be able to find resources, talent and sources of best practices and a thriving network can be a huge asset.
Positivity counts
Can you inspire, do you have fun even when things are tough, are you a force for good? Sounds a little like a superhero, or a too-simple-to-be-real bit of advice. But it’s true. Organizations understand, more every day, that customer satisfaction is a direct offshoot of employee satisfaction. It means that the entire tone of the organization must be set by example. If the leaders aren’t authentic and positive, and if they don’t inspire their employees to be better, how can their teams possibly create great customer experiences?
True leaders must be models for the spirit and the values of the organization, always looking for ways to inspire others to be creative and forward-thinking. A positive attitude and unshakeable confidence in their ability to overcome obstacles is absolutely essential in a successor candidate. It’s not something you can fake.
Every organization is going to have their own competency and culture criteria that form the basis of their talent assessment processes, but the above should help you think about how best to get on the radar if you’re not already there. And now that you know what they’re really thinking, here are some additional considerations:
Three things to think about
Do you want it? — Do you know what it will really be like to be in a top position, and is it what you really want? Have you taken time to observe what the next level jobs really entail? Would you still be playing to your strengths? Would you still get to do what you love? Oftentimes a move up the ladder takes you away from the work you love and do best, so some personal reflection on why you want to progress is very important. If you really want to lead people and be held accountable for results, upward you go. If you love your functional subject matter and enjoy diving deep into problem-solving in your current niche, look around to see how your organization rewards and recognizes those who are key to the future success but who might not fit into the hierarchical plan.
Do they know it? — Have you made your intentions clear? Too often there are assumptions on both sides - best to make your interests known. Your organization probably has a Talent Review process — identify who’s involved and make sure they know who you are and what you’re hoping to achieve.
Are you ready? - It’s always nice to be appreciated, but be sure that if you’re tapped for a bigger role, you’re ready to take it on, both personally and professionally. More power and more authority carry more responsibility — best be clear about what will be required and expected and be sure you’re prepared to step up.
Do you want to be tapped as one of your organization’s future leaders? Contact us now and find out more about how we can help you get onto the runway towards bigger opportunity. Email kwright@parachuteexecutivecoaching.com or call (416) 925-9888.
Karen Wright is a Master Certified coach and the Managing Director of Parachute Executive Coaching, based in Toronto, Canada. Follow her on Twitter at @karenwright1 and check her LinkedIn profile at http://ca.linkedin.com/in/karenwrightcoach
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