Duration: 1 hour
High potential employees are among an organization’s most valuable strategic assets. Their ability to successfully navigate challenges in an increasingly complex and uncertain environment in which neither the problem nor the solution is clear, is critical to organizational success. High potentials are as rare as they are valuable, typically comprising only a small percentage of the organization’s employee population.
The risks associated with high potential talent are as significant as the rewards. Failure to accurately identify, engage, develop and deploy high potentials can inhibit the organization’s ability to adapt and grow and create a talent disadvantage. A research-based, framework-driven approach provides the best opportunity to maximize both individual and organizational outcomes.
High potential leadership development will be examined through the lens of the Center for Creative Leadership’s proven model of Assessment, Challenge & Support (ACS). In this session you will learn:
- The most important set of behaviors to target in the development of high potentials, and the common pitfalls to avoid
- The fifteen types of learning experiences that can shape a high potential’s development
- How high potentials turn hardships into opportunities for deep learning
- Specific on-the-job challenges that promote continued growth in potential
- How to create a total ecosystem of support for high potential development
- Five well-intentioned actions that can actually contribute to high potential derailment
Target Audience: HR professionals, including Talent Managers and Learning and Development Managers; Executive Coaches; Researchers; Current or aspiring high potentials; Executives who value talent as a strategic priority; Managers of high potential employees
Group Director, Global Product Development
Center for Creative Leadership
George is the Group Director for Global Product Development at CCL. He leads an experienced and innovative multi-disciplinary team to develop the next generation of CCL’s programs, assessments, publications and services. The Global Product Development team builds off of CCL’s rigorous and pioneering body of research to develop products that are both proven and cutting-edge.
Prior to CCL, George joined Lominger International, which was later acquired by Korn/Ferry. Over the course of almost eight years, he had an opportunity to guide the evolution and enhancement of several of the products and was responsible for the strategic development of research-based products and solutions across all lines of Korn/Ferry business including Leadership & Talent Consulting and Executive Search.