People & Strategy Winter 2018 Vol. 41 No. 1 - 27

board presentation. This allowed me and the other Huber board
members, subsidiary coroprate presidents, and me to be integrated
into the program and to get to know the participants through these
interactions. Other exercises included critiques by an outside CEO
and company presidents on topics such as Blue Ocean Strategy,
innovation, scenario planning on real product lines, and a competitive
simulation of a strategic plan presentation.
We have had many insights from this approach to developing and
growing leaders. These include:
* Comprehensive Framework: A strategic organizational agility
model and framework (SCORE) ensured integrated learning, and
facilitated building complex competencies over successive years. It
also served as an organizational agility and readiness scorecard.
* Simulated Future Skill Focused Experiences: For the program
design, we used advanced simulations and case exercises to
yield presentations like board presentations, with criteria-based
performance evaluated by external or senior executives.
* Active Participation of Leaders: One of the key success factors
of the program was the hands-on approach of the leadership

Conclusion

The assessment results provided examples of the comprehensive executive education program working, but there were
other significant outcomes: expanded job duties, promotions,
and accelerated business initiatives. These same assessments
were used later as a measure of growth after the three-year
mark when there was a substantial increase in learning agility
and executive decision styles.
Marilyn Buckner, Ph.D., is president of National Training Systems,
Inc. and is a leadership assessment expert and master trainer in
a variety of tools including Talentx7 (Learning Agility), Decision
StyleView, and Hogan Assessments. She was a former board chair of
HR People + Strategy.
Mike Marberry is the president and CEO of J.M. Huber Corporation a global portfolio company and fifth generation family owned
company.

References
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How are top companies designing and managing their high-potential programs? A follow-up talent management benchmark
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17-47.
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Potential: Who's doing what to identify their best? (2015). New York:
New Talent Management Network.
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De Meuse, K. P., & Feng, S. (2015). The development and validation
of the TALENTx7 Assessment™: A psychological measure of
learning agility. Shanghai: Leader's Gene Consulting, page 3.
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Brousseau, K. R., Driver, M. J., Hourihan, G., & Larsson, R. (2006).
The seasoned executive's decision-making style. Harvard Business
Review, 84(2), 1110-121.
1

team in the design and implementation. Having those first-hand
experiences provided observation data to the leadership team
to understand the full potential of participants and prevent bias
that can happen in a large organization where executives don't
have frequent contact with high-potential individuals. Allowing
the leadership team to see the full abilities of each individual
provided confidence in decisions regarding future assignments.
A useful practice was for the executive team to meet with the
designers after the program to debrief. Then they could review
the performance of each participant to gain in-depth insight into
leadership strengths and gaps for identifying developmental
assignments.
* Learning Agility: We found learning agility puts more science and
predictability into the talent decision-making process. Hopefully,
our lessons learned and the research on learning agility will
provide a compass for other companies as they develop their talent
strategies and development programs.
Mike Marberry, president and CEO, J. M. Huber Corporation

De Meuse, K. P., & Feng, S. (2015). The development and validation
of the TALENTx7 Assessment™: A psychological measure of
learning agility. Shanghai: Leader's Gene Consulting.
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Brousseau, K. R., Driver, M. J., Hourihan, G., & Larsson, R. (2006).
The seasoned executive's decision-making style. Harvard Business
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agility in executive career success: The results of two field studies. Journal of Managerial Issues, 25, 108-131.
5

VOLUME 41 | ISSUE 1 | WINTER 2018

27


http://www.Talentx7.com

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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