In this review of a recent Harvard Business Review article (June 2010 p.78) the qualities of high potential managers are examined. In a world-wide study of 45 companies the authors (Douglas Ready, Jay Conger and Linda Hill) found that high potential managers recognise the importance of their behaviour in achieving strong results. Just having strong results isn’t enough to be a ‘high potential’. Results of distinction need to be achieved through effectively working with other people.
During career progression different types of expertise are required in order to achieve success. Early on, technical expertise will be recognised and rewarded. As managers become responsible for larger teams and are in roles with increasing complexity, rewards and recognition come from how they achieve results, that is, their behaviour. High potentials understand this as they work in areas requiring them to exercise influence with limited formal authority.
Being a high potential manager involves more than achieving results, mastering new areas of expertise, embracing your organisation’s culture and values, working long hours and receiving excellent reviews.
The authors discuss four X factors that differentiate High Potentials:
X Factor 1. A drive to excel:
High potentials are driven to succeed. Good, or even very good, isn’t enough. They will work very hard and they will make sacrifices in their personal lives in order to advance.
X Factor 2. A catalytic learning capability:
High potentials have a ‘catalytic learning capability’ in that they have the capacity to scan for new ideas, the cognitive capability to absorb them and the common sense to translate new learning into productive action.
X Factor 3. An enterprising spirit:
High potentials are explorers. They are always searching for productive new paths to advance their careers (eg by taking on tricky assignments; accepting new challenges; or changing departments to broaden their skill set).
X Factor 4. Dynamic sensors:
High potentials have ‘dynamic sensors’ which enable them to read situations quickly and to explore opportunities. These sensors help them decide when to pursue something or when to pull back.
These somewhat intangible factors are the difference between a high performer and a high potential. A high potential manager is driven to excel, has an enterprising spirit and the urge to find new approaches, and it is their dynamic sensors which keep them on track by ensuring that they are making the right decisions at every step.
High potentials can develop their dynamic sensors and become more attuned to their environment by taking simple measures such as listening to others carefully and observing reactions to what has been said. High potentials with fine-tuned dynamic sensors are able to read the environment and adjust their interpersonal approach accordingly. They thereby achieve results through influence rather than direct control.
As the careers of High Potentials grow they understand that while performance always counts behaviour matters more and more.
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