People & Strategy Winter 2018 Vol. 41 No. 1 - 29

average each leader received feedback from 13 different
assessors.
We know that this leadership assessment is a valid
predictor of a leader's effectiveness, because it is highly
correlated with organizational outcomes such as employee
engagement, employee turnover, customer satisfaction and
productivity. This held true in all three of the organizations.
As shown below, we found that the HiPo employees were
indeed rated overall as more effective leaders than others
in the firm - but only moderately better.
Concerns arose when we began analyzing data from the
three large organizations. Analysis
showed that more than 40 percent of
individuals in such programs clearly
Percentage of
do not appear to belong there,
falling below the 50th percentile of
all leaders we had assessed in their
firms. For the three different organizations, the range was from 33 to 52
percent of HiPos who were assessed
to be below average.
Twelve percent of these HiPo individuals were actually in the bottom
quartile on their scores of overall
leadership effectiveness. That is a
long distance from being in the top
5 percent to which they supposedly
belong.

aging their manager). When we compared overall leadership effectiveness ratings to the ratings by their manager,
the manager's ratings were 8 percentile points higher.
2. Emphasis on current performance. They appear to have
been chosen primarily for their current performance rather than for their long-term potential. Below are common
characteristics that these individuals possessed, which
held true across all three organizations being studied.
a. Technical/Professional Expertise. Having deep knowledge and expertise goes a long way in terms of getting
a person noticed and valued. When you are the only
person who understands and has specific experience,

High-Potential Leaders at Leadership Quartiles

you are valuable to the organization.
b. Takes Initiative. Being known as a person who gets
things started leads to the perception of being a HiPo
Why were people in the bottom quartile
candidate.
chosen as HiPo's?
c. Delivers Results. When we asked over 85,000 managers
What accounts for a person being identified as a HiPo when
what was most important for their direct reports to do
their overall leadership effectiveness is rated in the bottom
to be successful, their number one choice was "Drive
quartile? To answer the question, we compared HiPos from
for Results." This was also the number one choice of
one organization to over 7,000 other leaders. We examined
secondary managers. Senior leaders in an organization
the 360-degree feedback scores of those who were in the botappear to be willing to look beyond unproven leadtom quartile, yet they were still selected for their company's
ership skills to the person who consistently delivered
HiPo program. Here's what stood out:
results.
1. Managing Up. Those who were rated as high potential but
d. Displays Integrity and Honesty. When they say, "It will
were in the bottom quartile as seen by their peers and dibe done," it gets done. Inevitably this creates trust in an
rect reports, were much better at managing up (e.g., manindividual and a willingness to look past
other skills that are not as excellent.
e. Innovates. Another trait of leaders
who are seemingly misplaced into the
On Average High Potential Leaders are Rated Higher
HiPo pool is their innovation. They
look for new approaches and are
willing to try new processes.
f. Champions Change. Finally, the
misplaced people in the HiPo group
received higher scores on being
champions of change, supportive of
not getting stuck in the old ways, and
willing to experiment.
In addition to these skills we found
that possessing a specific trait that fit
VOLUME 41 | ISSUE 1 | WINTER 2018

29



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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