People & Strategy Winter 2018 Vol. 41 No. 1 - 11

and critical thinking can be taught. So
yes, you can develop potential. You can
make your potentials better potentials.

11. Is there anything new?

Compared to 50 years ago, everything
is more complex and global. And speed
has increased and information is digital, including TM. Virtual teams are
more prevalent and take a slightly different set of skills to effectively manage.
Large enterprises are being disintermediated. Black swan events can disrupt
work globally. STEM is beginning to
rule the world and there are winners
and losers internationally to produce
the next generation of STEM workers.
Managing TM has become easier due
to digital applications and good assessments of potential are just beginning to
be recognized.
The only big new breakthrough is
the brain science. For most TM professionals, that was not part of our preparation and training. It's the (maybe) last
individual difference! Up until probably
a decade ago, it was not part of the Individual Differences course.
We are just beginning to see how
the understanding of how the brain
operates relates to the identification and
development of high-potentials (and
everyone else, as well).

There are five emerging trends that
are related to TM:
Neuroplasticity. The brain can and
does change over time and more importantly; the owner of the brain can have a
hand in the change. Coaching with the
brain in mind can be much more powerful than talk therapy. And the owner
can become a self coach.
Automaticity. Most of what people do
every day is on autopilot. To preserve
limited resources, the brain records and
stores repetitive sequences so it doesn't
have to make them up each time.
Learning agility, in part, is not letting
the autopilot run things too much.
Memory and working memory
comprehension. We have very limited
capacity for problem solving and critical
thinking because working memory
can only deal with about five to seven
chunks of information at one time. The
brain does not multi-task well.
Motivated memory and reasoning.
Memory is not a HD recorder. Memory
takes a sample of an event and distributes it into various parts of memory.
What it takes as a sample is biased.
Based upon a number of variables, it
stores those aspects of the event that
support a position. When that event,
which is already biased in the first place,
is retrieved, it may be further shaped to

fit the current position and set of circumstances. That's why witness testimony is such a mess.
Potential teaching mindfulness benefits, especially for high-potentials. Mindfulness as a movement is moving from a
spiritual place in Buddhism to an effective use of brain resources place in the
workplace. Executive mindfulness makes
using intentional neuroplasticity possible.
It helps manage unhelpful automaticity.
It helps keep working memory channels
clear to enhance problem solving and
critical thinking. It helps resist changing
the facts of stored and recalled events.
There are brain training techniques
and practices emerging every day. They
revolve around self-regulation and
self-management. They include learning
to get yourself into a performance zone
more frequently. They include learning
to manage unproductive noise and
negative self-talk. I see the possibility of
brain training for high-potentials that
includes the enhanced management
of self plus the advanced understanding (part of EI/EQ) of why others do
what they do and how I can help them
improve. It's one of the main ways to
increase or enhance potential.
In summary, I think the biggest new
opportunities at the moment could be
found in using assessment tools to help
VOLUME 41 | ISSUE 1 | WINTER 2018

11



Table of Contents for the Digital Edition of People & Strategy Winter 2018 Vol. 41 No. 1

From The Executive Editor
From The Guest Editors
Perspectives
So You Want to Be a High-Potential?
How to Identify and Grow High Potentials: A CEO’s Perspective with Proven Results
Getting the Right People in the Hi-Po Pool
Wherefore Art Thou All Our Women High-Potentials?
Are Your HiPos Overrated?
Executive Roundtable
In First Person
Linking Theory + Practice
Insight into Action
Leadership Insights
People & Strategy Winter 2018 Vol. 41 No. 1 - Cover1
People & Strategy Winter 2018 Vol. 41 No. 1 - Cover2
People & Strategy Winter 2018 Vol. 41 No. 1 - 1
People & Strategy Winter 2018 Vol. 41 No. 1 - 2
People & Strategy Winter 2018 Vol. 41 No. 1 - 3
People & Strategy Winter 2018 Vol. 41 No. 1 - From The Executive Editor
People & Strategy Winter 2018 Vol. 41 No. 1 - From The Guest Editors
People & Strategy Winter 2018 Vol. 41 No. 1 - 6
People & Strategy Winter 2018 Vol. 41 No. 1 - 7
People & Strategy Winter 2018 Vol. 41 No. 1 - Perspectives
People & Strategy Winter 2018 Vol. 41 No. 1 - 9
People & Strategy Winter 2018 Vol. 41 No. 1 - 10
People & Strategy Winter 2018 Vol. 41 No. 1 - 11
People & Strategy Winter 2018 Vol. 41 No. 1 - 12
People & Strategy Winter 2018 Vol. 41 No. 1 - 13
People & Strategy Winter 2018 Vol. 41 No. 1 - 14
People & Strategy Winter 2018 Vol. 41 No. 1 - 15
People & Strategy Winter 2018 Vol. 41 No. 1 - 16
People & Strategy Winter 2018 Vol. 41 No. 1 - So You Want to Be a High-Potential?
People & Strategy Winter 2018 Vol. 41 No. 1 - 18
People & Strategy Winter 2018 Vol. 41 No. 1 - 19
People & Strategy Winter 2018 Vol. 41 No. 1 - 20
People & Strategy Winter 2018 Vol. 41 No. 1 - 21
People & Strategy Winter 2018 Vol. 41 No. 1 - How to Identify and Grow High Potentials: A CEO’s Perspective with Proven Results
People & Strategy Winter 2018 Vol. 41 No. 1 - 23
People & Strategy Winter 2018 Vol. 41 No. 1 - 24
People & Strategy Winter 2018 Vol. 41 No. 1 - 25
People & Strategy Winter 2018 Vol. 41 No. 1 - 26
People & Strategy Winter 2018 Vol. 41 No. 1 - 27
People & Strategy Winter 2018 Vol. 41 No. 1 - Getting the Right People in the Hi-Po Pool
People & Strategy Winter 2018 Vol. 41 No. 1 - 29
People & Strategy Winter 2018 Vol. 41 No. 1 - 30
People & Strategy Winter 2018 Vol. 41 No. 1 - 31
People & Strategy Winter 2018 Vol. 41 No. 1 - Wherefore Art Thou All Our Women High-Potentials?
People & Strategy Winter 2018 Vol. 41 No. 1 - 33
People & Strategy Winter 2018 Vol. 41 No. 1 - 34
People & Strategy Winter 2018 Vol. 41 No. 1 - 35
People & Strategy Winter 2018 Vol. 41 No. 1 - 36
People & Strategy Winter 2018 Vol. 41 No. 1 - 37
People & Strategy Winter 2018 Vol. 41 No. 1 - Are Your HiPos Overrated?
People & Strategy Winter 2018 Vol. 41 No. 1 - 39
People & Strategy Winter 2018 Vol. 41 No. 1 - 40
People & Strategy Winter 2018 Vol. 41 No. 1 - 41
People & Strategy Winter 2018 Vol. 41 No. 1 - Executive Roundtable
People & Strategy Winter 2018 Vol. 41 No. 1 - 43
People & Strategy Winter 2018 Vol. 41 No. 1 - 44
People & Strategy Winter 2018 Vol. 41 No. 1 - 45
People & Strategy Winter 2018 Vol. 41 No. 1 - 46
People & Strategy Winter 2018 Vol. 41 No. 1 - 47
People & Strategy Winter 2018 Vol. 41 No. 1 - In First Person
People & Strategy Winter 2018 Vol. 41 No. 1 - 49
People & Strategy Winter 2018 Vol. 41 No. 1 - Linking Theory + Practice
People & Strategy Winter 2018 Vol. 41 No. 1 - 51
People & Strategy Winter 2018 Vol. 41 No. 1 - 52
People & Strategy Winter 2018 Vol. 41 No. 1 - 53
People & Strategy Winter 2018 Vol. 41 No. 1 - Insight into Action
People & Strategy Winter 2018 Vol. 41 No. 1 - 55
People & Strategy Winter 2018 Vol. 41 No. 1 - Leadership Insights
People & Strategy Winter 2018 Vol. 41 No. 1 - 57
People & Strategy Winter 2018 Vol. 41 No. 1 - 58
People & Strategy Winter 2018 Vol. 41 No. 1 - Cover3
People & Strategy Winter 2018 Vol. 41 No. 1 - Cover4
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