People & Strategy Winter 2018 Vol. 41 No. 1 - 7

Next is an article from Jack Zenger
and Joe Folkman from Zenger Folkman based on their extensive research
database of high-potential candidates collected from their leadership
programs. They explore the critical
question of whether organizations
are measuring the right attributes in
their talent programs. Their assertion
that 40% of the individuals in HiPo
programs may not belong there is an
intriguing one. It speaks to the misalignment of the many measurement
systems currently in place today. An
over-emphasis on managing up and
current performance versus future
potential seem to be the culprits, and
the authors offer some helpful advice
on how to solve the problem.
Anna Marie Valerio of Executive
Leadership Strategies then takes us
on a different path with respect to the
misalignment of high-potential identification via the inherent biases that
exist in organizations around women
leaders. She questions whether our
leadership models and 360-degree
feedback systems are holding women
back and what can organizations do
about them? Building on the comments offered earlier in the issue by
Kelly Joscelyne, Anna Marie offers a
call to action for line leaders and HR
professionals to examine practices
around succession, reward systems and
metrics for performance, leadership
models and 360-degree feedback tools,
as well as access to mentoring and
coaching. As she points out, we need
to look inward and challenge our
frameworks and processes as they are
either barriers or enablers to ensuring
women leaders are successful in an
organization.
The next feature raises the fundamental question of whether the concept of high-potential talent is entirely
overrated. Robert Hogan, Derek Lusk
and Tomas Chamorro-Premuzic from
Hogan Assessment Systems tackle
the notion that organizations are too
enamored with charismatic hard chargers (emergent leaders) and should
instead focus on those who actually
deliver by managing others well (effective leaders). Aligning nicely with the
issues raised in Jack and Joe's research
and by Anna Marie's call to action

against biases, they provide recommendations for practice to ameliorate
these concerns including the use of a
defined leadership model, outcome
data, and quantitative assessments that
are predictive and fair.
Next up, In First Person we present an interview with David Dotlich,
senior client partner with Korn Ferry
Hay Group, that looks to the future of
potential - particularly at the C-suite
level in organizations. Given the increasing role of artificial intelligence,
algorithmic decision-making, digitalization and machine learning in organizations, David argues that the way senior leaders add value for the business
will take on a significantly different
form in the not so distant future. He

ganizations. The summary ties nicely
to many of the points raised by other
authors in this issue.
Next, Executive Roundtable Editor
David Reimer and his colleague, Sonja
Meighan, give us an inside look at
Mastercard's approach to maximizing
potential in the workplace via an indepth discussion with CHRO Michael
Fraccaro and three of his senior
leaders. We think their emphasis on
Mastercard as a technology company
and how that vision has influenced
their talent management strategy will
surprise you.
Finally, our People + Strategy Executive Editor Marc Sokol concludes
the issue with his Insight into Action
column that provides an excellent

Our intention is to challenge your thinking
about how potential is defined and its implications
for development across a variety of groups and
contexts.
describes the key attributes needed at
the C-suite level to lead organizations
in a world where robots do much of
what employees are doing today. The
good news is that people skills, such as
interpersonal relations and emotional intelligence will continue to be of
paramount importance. From David's
perspective, there will always been a
need to assess and develop these skills,
as well as a role for talent management professionals and consultants to
help guide the conversations around
future selection decisions at the top.
In the Linking Theory and Practice
column, Brad Winn offers a review of
a new research study on the nature of
CEO succession conducted in press at
the Academy of Management Journal by Donald J. Schepker, Anthony
J. Nyberg and Patrick M. Wright, all
from University of South Carolina,
and Michael D. Ulrich from Utah
State University. The study presents
some intriguing findings and best
practices regarding critical succession
planning challenges firms face using
data collected from multiple sources
over a three-year period from 200 or-

summary and integration across the
diverse set of articles in this special
issue.
We hope this issue of People + Strategy will open your eyes through its rich
and provocative insights into the latest
theory and research regarding what it
means to be a high potential.
Our intention is to challenge
your thinking about how potential
is defined and its implications for
development across a variety of groups
and contexts. You will also find practical advice on how to design and/or
enhance your leadership development
and talent management programs.
In the end, it's all about continuous learning and development for
ourselves and for the talent of our
organizations.

Allan H. Church, Ph.D., and
Jay A. Conger, DBA.
Guest Editors
VOLUME 41 | ISSUE 1 | WINTER 2018

7



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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