People & Strategy Winter 2018 Vol. 41 No. 1 - 26

Spotlight Perspective
J. M. Huber is a global diverse portfolio company that is a sixthgeneration family-owned business with strong core values. I realized
if Huber grew talent from inside and reinforced the company culture
and practices, large benefits would follow. I created the vision to use
state-of-the-art assessments to select/develop future leaders through
a multiyear leadership program. A team consisting of the CHRO,
subsidiary company presidents, senior executives, Dr. Marilyn Buckner,
an external consultant, and myself collaborated on the design of an
executive development program. Since many of the top candidates
had MBAs and other advanced degrees, the challenge was to create
something unique. This required choosing the right program content
and facilitators for this critical group of high-potential executives.
Many organizations only implement a one year program due to cost
or lack of long-term commitment. As budgets are often based on an
annual cycle, so providing a program for a group in one year may
be important for some companies. However, since senior executive
skills are grown over time, a multiyear and multifaceted program was
needed. Despite the high-potential of the participants, many never

in leaders in day-to-day work and during talent reviews. These
leaders observed that the culture, although already strong in
people and process focus, shifted to a more adaptable and
agile culture with a stronger readiness to change. The culture
message was cascaded down to the next level to continue to
shape the culture to embrace innovation.

Program Evaluation
Subsequently, program evaluations were conducted every
year. Results were extremely positive and indicated the participants' high appreciation of the content and experiences
of the program. Participants also actively provided input in
program design. Program ratings remained consistently high
over multiple years, indicating that the hard work of custom
design paid off.

The Science of Talent Management - Predicting High
Potential Status and Success
Top talent officers have long grappled with defining high
potentials but, more importantly, have wanted a measure of
high potential status. They asked themselves where the leader
was in their evolution from technical manager to general
manager. Can that leader be successful, especially in jobs
they have never done before, and what will it take to get them
there? Although learning agility is not the complete answer, it
is a significant part of the answer.

Studies Support Learning Agility Prediction and Leadership
Potential and Success
We were impressed with the 19 field studies that have shown
an empirical link between learning agility and leadership
success.15 We were inspired by the research that showed after
only one year there was an increase in learning agility. In
26

PEOPLE + STRATEGY

performed the jobs they were preparing for, and we recognized that
development would take time.
There were many ambitious goals for this leadership development
program. Of utmost focus was to grow a select group of senior
leaders to take on more expanded or different roles they had never
performed before, using leading edge content, assessments, and
hands-on participation by other Huber senior leaders. The cost in the
event of derailment at this level of leadership is high, so a suite of
the most advanced and validated assessment surveys was used to
identify those who were most ready for this multiyear development
experience. We used criteria based on Huber's leadership
competencies to assess/develop the talent pool, to provide individuals
a feedback and development tool, and as indicators of growth.
Three executive education programs spanning over four years were
designed using a foundation and building blocks to teach increasingly
more complex competencies. An important design feature was the
inclusion of presentations to a simulated board to mirror an actual

one study, 187 managers in a global company had others rate
their learning agility during the summer of 2010 and again
one year later. The managers as a group increased their
learning agility roughly 12 percentile points.16 This gave us
the idea to perform our own study of growth, where we also
found substantial results.

Advice for Talent Officers and Lessons Learned

* Anchor assessments with your own unique leadership competency model. This will enable you to clearly communicate
and reinforce comprehensive behaviors that make leaders
successful in your own company.
* Don't rely on what worked in the past. Many of our modules
were focused on future situations and skill sets, scenarios,
and competencies to avoid relying on past skills.
* Conduct continuous feedback. Many organizations provide
a one-time feedback on one tool, such as a 360 assessment.
We recognized that change occurs in phases. It may not
always be necessary to complete a new assessment, but some
indicator of performance and change should be considered. We recommend that you revisit annual assessment reports to update development plans and grow self-awareness.
* Identify and measure data. It doesn't always have to be
quantified, but any indicator of results allows reflection
on performance. In our program, the participants had
reflection time and were supported with robust development plans that focused on developmental actions and
opportunities.
* Share tools with Human Resources to reinforce talent decisions. Provide the program information to other executives
in the company. Provide them with new tools and data to
be integrated into their talent reviews and their leadership
development programs. Ensure continuous feedback.



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
http://www.nxtbook.com/ygsreprints/HRPS/hrps_41_3_2018
http://www.nxtbook.com/ygsreprints/HRPS/hrps_41_2_2018
http://www.nxtbook.com/ygsreprints/HRPS/hrps_41_1_2018
http://www.nxtbook.com/ygsreprints/HRPS/hrps_40_4_2017
http://www.nxtbook.com/ygsreprints/HRPS/hrps_40_3_2017
http://www.nxtbook.com/ygsreprints/HRPS/hrps_40_2_2017
http://www.nxtbook.com/ygsreprints/HRPS/hrps_40_1_2017
http://www.nxtbook.com/ygsreprints/HRPS/hrps_39_4_2016
http://www.nxtbook.com/ygsreprints/HRPS/hrps_39_3_2016
http://www.nxtbook.com/ygsreprints/HRPS/hrps_39_2_2016
http://www.nxtbook.com/ygsreprints/HRPS/hrps_39_1_2016
http://www.nxtbook.com/ygsreprints/HRPS/hrps_38_4_2015
http://www.nxtbook.com/ygsreprints/HRPS/d52272_hrps_summer2015
http://www.nxtbook.com/ygsreprints/HRPS/d49675_hrps_spring2015
http://www.nxtbook.com/ygsreprints/HRPS/d47867_hrps_winter2015
http://www.nxtbook.com/ygsreprints/HRPS/hrps_fall2014_teaser
http://www.nxtbookMEDIA.com