People & Strategy Winter 2018 Vol. 41 No. 1 - 33

happens to them along the way of their high-potential journey
through the talent management process.
Early identification of potential is critical to the current
and future success of any organization. How can CEOs and
CHROs ensure that their organizations remain competitive
if they don't utilize 50% of the talent pool? What are the
issues that need addressing? Are the talented women just not
placed on high-potential succession planning lists or do they
derail due to expectations for behaviors that are imbued with
gender stereotypes and biases? The situation for women's
leadership today invites inquiries and compels answers. Many
of you may be asking some of these questions:
* Where are all the women leaders?
* Why aren't more of them in top leadership roles?
* Are they being identified as high-potentials at the same rates as
men, and if so what happens to them along the way?
* How might you go about identifying more women for high-potential lists?
* What overt and covert biases might exist in your talent management systems, processes and tools that are getting in the way of
facilitating the advancement of women throughout the leadership
pipeline?
* What derails high-potential women and what are the actions to
prevent derailment?
* What must men and women know about new findings on gender
and leadership?
These questions are critical for solving the equation. While
we don't have all the answers yet we can draw from existing research and practice to give us some clear insights and actions
to help address the problems.

It All Starts with Socialization

Perhaps the first place to look for answers is the talent
management systems that form the foundation of how
organizations manage their leadership pipelines. Clearly
organizations have many tools at their disposal to support
emerging leaders (Valerio, 2009). Together with the actions
of senior leaders, the "socialization" of emerging leaders occurs through key developmental experiences, mentoring, and
internal and external coaching. Many leaders have learned
that the tools in talent management create values and behaviors in a healthy culture that result in strong business results.
Understanding how the "soft" frameworks of leadership
competency models and styles are then "hardwired" into recognition and reward systems is critical to encouraging the behaviors that lead to business success. Metrics such as performance evaluations and 360-degree feedback enable people
to learn how the organization evaluates and measures their
behaviors and actions. Thus, it is critical these tools remain
bias free and based on valid predictors of success particularly
when they are used to identify, select and develop talent.
Unfortunately, however, the implementation and integration of these tools in a consistent and coherent way across
the organization is often a difficult task. Despite the best
intentions, biases and internally reinforcing frameworks can
creep in that signal and/or reward the wrong behaviors and
outcomes. One suggested approach here then is to tackle

the issue as a "turn-around" or a "fix-it" opportunity when
leaders turn around bad business results or fix a part of the
organization that is failing. If we look to our talent management systems and tools we may find there is a significant
opportunity for change. Ironically, this situation may bear
some resemblance to many of the key challenging experiences assigned to leaders for their development, fundamental to
"experience-driven leadership development" (McCauley, et.
al., 2014).

If women are not seen or promoted
as high potential talent they are
never going to ascend to the top of
the organization.
Data and Observations, Challenges,
and "Call to Action"

In looking at the leadership research in the past decade, there
are new findings that shed light on the gender challenges to
be overcome to arrive at solutions. These challenges lead to a
call to action to address root causes at the heart of the problem posed by the dearth of women in top leadership roles. It
all starts with how high-potential women leaders are identified, rewarded, developed and moved throughout the organizational system. After all, if women are not seen or promoted
as high-potential talent they are never going to ascend to
the top of the organization. This next section highlights key
aspects of the data and observations available, and the underlying challenges uncovered by recent research and the "call to
action" that senior leaders can take to improve the number of
talented women leaders in succession planning pipelines.
Data and Observations #1: High-Potential Identification and
Succession - Women are not at the very top of succession
planning lists and/or are not given the right challenging
opportunities that stretch their abilities to develop them as
top leaders.
Challenge: Align leadership models with organizational
vision & strategy, values, goals for success. Men and women
learn what behaviors are effective to become strong leaders
from organizational "blueprints" for vision, strategy, values,
and corporate goals. If these blueprints are vulnerable to
gender stereotypes and biases in descriptions of what it takes
to be a "strong leader," then the leadership development effort
is doomed from the very beginning. High-potential measures are no different. Recent benchmark research with top
development companies has shown that organizations rely on
leadership competencies as the number one content domain
for assessing potential (Church, Rotolo, Ginther & Levine,
2015). This is ripe for biases if not appropriately addressed.
Gender stereotypes can narrow the range of behaviors
deemed acceptable for both men and women, which research
shows places women are at a great disadvantage because
they are viewed as more deficient in the "agentic" attributes
believed necessary to succeed as a manager. When women's
behavior is viewed as too "agentic" and not "communal," they
VOLUME 41 | ISSUE 1 | WINTER 2018

33



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