What are your top tips for developing and retaining high-potential talent?

Leaders must identify, attract, and retain top talent in a competitive market. Those with knowledge, relationships, and raw talent are essential. Here are key strategies for better talent development and retention: ?????????????? ?????? ???????????????????? - Align leader and employee expectations from the outset to avoid dissatisfaction. ?????????????????????? ???????????????????? - Listen carefully to understand what drives employees. ?????????? ???????????????????????? - Set transparent promotion processes during interviews to avoid confusion. ?????????????? ???????????? ?????????????????????? - Regularly discuss growth and satisfaction to retain your top talent.

True HiPos are something like 5% of the total population. If you are super lucky, maybe you have 10% in your troop. This group requires super individual approach, stretch assignments, fast progression. Standard "HR" processes may not necessarily work in this case (e.g. annual merit, or promo after 3 years). Make sure they work on most important projects and have access/exposure to the executive team.

In the talent game, you gotta think big league! Spot the stars, train them hard. It’s not just about finding talent—it’s about building an empire of achievers. Invest in them, make them shine, and they’ll stick with you. That’s how you play to win!

Person A might have 'talent' - a natural aptitude that emerges effortlessly and Person B might have 'skill' - acquired abilities developed through learning and practice. Person C might have both...frankly I'd, want to develop and retain all 3. How I'd do this - encourage them, stretch them, empower them, coach them and listen to them...knowing I hired them because they stood out during an arduous selection process. Don't divide or group people as 'talented'.... the default implication is the others are 'not talented', which is likely to be untrue and furthermore demotivating and/or lead to complacency. The hidden talent of the unassuming individual, might just be what you need to drive organisational growth. Water and nurture all plants

TIP - Incorporate a real-life business challenge into HiPo programs. Choose an issue that's current and critical to your organization, ensuring there's a dedicated sponsor with significant influence. This approach turns learning into an impactful experience, allowing HiPos to demonstrate their skills on strategic initiatives. They'll benefit from practical application, network expansion, and the opportunity to present their solutions via a panel discussion. This not only showcases their potential but also fosters genuine action learning, marrying development with tangible organizational benefits.

I believe firmly that if you are going to retain and attract top talent, understand that they need to be fully bought in and believe in the mission. They need to be able to grow and develop not just skills directly to their role, but above and beyond their role, showing that you want them to grow and become more key to your organization. They need to feel like they can grow in the direction that best fits their aspirations, while being integral to both the development of the mission and the execution. Bring them into the process and dive into what drives them both personally and professionally.

Use a strengths-based approach in coaching sessions to capitalize on HiPos' existing strengths and talents. By focusing on what they do well, leaders can enhance their confidence and performance, leading to more significant contributions to the organization's goals.

Employees are the heart of any organization and highly talented employees even more so because of the value they deliver. It is a common sense that employees within the same organization will be at different levels of professional development and everybody cannot be treated the same because that would lead to a loss of the talented employees. High-potential talent needs to be recognized as such through appreciation and evaluation as to their next career steps and enabled to attend trainings etc. at an accelerated pace that suits their advanced capabilities. If there is no growth, this type of employees will simply leave or become excessively bored.

I believe in the continuous growth of the organization, which cannot happen without the development of talent within it. We conduct various training sessions, offer free courses, promote cross-skilling, and much more. The more we develop our talent, the more our organization can grow.

Empower them to captain their own professional journey within the company, cultivating a sense of ownership and autonomy. Provide the tools and support needed for them to skillfully navigate their career trajectory, ensuring a course that aligns with their aspirations and contributes to the overall success of the organization.

In my 21 years with the US Army, including roles in 3rd Special Forces Group, Executive Medicine at a Four-Star General Command, and the White House Medical Unit, I learned that empowering high-potential talent is about setting a clear mission, vision, and intent, and providing the necessary resources. The adage, "Don't tell your high performers how to get to the mountain top; show them which mountain to summit," encapsulates this approach. Rather than micromanaging, it's vital to communicate your expectations and then TRUST your talent to deliver. Engage with them regularly, offer transparent feedback, recognize their achievements, decentralize decision-making where possible to give them a sense of ownership, and remove obstacles.

Engaging and empowering top talent is crucial for retention. Employees who feel undervalued or unheard speak with their feet and seek opportunities elsewhere. Providing growth opportunities and mentorship or sponsorship programs ensures that top talent feels valued and has a clear path to advancement within your organization. This not only helps them excel in their careers but also strengthens your team's loyalty and commitment.

I think shared vision is so important here: 1. Constantly communicate, listen and get feedback to shape and share your vision. Ensure they see a clear part for themselves in the vision 2. Give plenty of opportunities to take a lead on the things they want to lead. Also, find opportunities to stretch and develop their skills. 3. Consult often and create casual encounters, so you can chat without the formality. This builds a trusting, open relationship and often brings up issues that may not come up in formal meetings. 4. Finally, find many ways to reward and recognise. Ask them how they like to be rewarded. Everyone is different; it could be time away, external opportunities to speak or an experience. It is seldom just about pay.

It is fair to clarify that challenging your HiPo doesn't mean confronting them with obstacles that are simply stumbling blocks on their way! This is not the right way to get someone motivated to rise to a leadership position in the organization. Some of the common stumbling blocks are office politics and gossips that are aimed at undermining the HiPos work. Leaders should watch out that they do not portray these disturbing traits.

High-potential talent often thrives on challenge. As an executive leader, you can push HiPos (appropriately) beyond their comfort zones so they can accelerate their growth and development. Talk with them about areas where they want to build new skills. Work with them to identify a stretch assignment they could lead. Keep in touch with them during the process, asking what's going well and what they want to improve. Support and encourage them during "failure" moments. Recognize and celebrate their wins with them and the broader team.

In an environment of highly skilled, well-qualified, licensed professionals, typically there's one thing missing—compassion. Organizations lose their most critical team members to the competition due to a lack of empathy and compassion. No matter how brilliant an individual is, they are still human. Human beings are, by nature, social beings. Effective leaders are people, not profit-centered. It's imperative to support those core to your brand's mission. It's a known fact that organizations that provide things like highly competent and qualified coaches for key team members, who allow time for their people to be available for significant cultural and family events, and who offer a flexible work environment have greater job satisfaction.

Alright, time to amp things up for your top guns! Serve 'em up some juicy challenges that really get their gears turning. Give 'em projects that play to their strengths but also stretch 'em a bit. Mix things up – let 'em dip their toes into different roles and teams to broaden their horizons. Help 'em make connections and get their name out there. And don't forget to be their cheerleader – offer up feedback and guidance to keep 'em on track and help 'em bounce back when things get tough. Together, you'll tackle whatever obstacles come your way.

We all need challenges, to be demanded of. That’s when we rise to the occasion because someone believed we could so we started believing it too. Challenging tasks are linked to purpose, and organizations must have a big hairy goal that each employee feels part of - something exciting and a little scare that gets them up in the morning.

Last but not least, it's all about keeping your top talent in the game and making the most of their potential. Build a culture where they feel valued, respected, and part of the team. Offer up sweet perks like competitive pay, killer benefits, and flexible work setups. Lay out clear paths for their career growth and cheer 'em on as they climb the ladder. And don't just keep 'em for yourself – let 'em shine as mentors and leaders to inspire others. With the right support, your top guns will be unstoppable, and your whole team will thrive.

The reality is that quality talent will require a higher compensation package. If you want to attract quality talent, you have to be willing to work with the compensation they are asking for.

In my experience, I find that, intentionally creating a culture of trust, respect, and collaboration, to provide a sense of belonging and purpose for HiPo is key to meeting the organizational growth that the HiPo's retention will bring. It is imperative too that the compensation and benefits are competitive, and so are the flexible work arrangements.

To retain top team members, the key is to give them opportunities by staying where they are. If you are in a large company, it might be difficult to make big changes in compensation or fast-track promotions. However, there are still other approaches where you can retain your top talent. For example, leading a team of software developers, of course compensation and advancement are a part of their desires. But so are interesting projects, autonomy, and peers who they enjoy working alongside. Are there ways that you can get the latest technology into the hands of your team? Can they learn more where they are than by going elsewhere? If so, retention becomes much easier.

Creating a culture that acknowledges and rewards high-potential employees not only boosts their motivation but also enhances their loyalty to the organization. It's important to align their personal career aspirations with the company's objectives, offering them a clear pathway for growth and development. This alignment ensures that their talents are utilized effectively and that they remain motivated to contribute to the organization's success. Fostering a culture of continuous feedback and open communication allows these individuals to feel valued and heard, which is critical for their engagement and retention. Regular check-ins can help identify their needs, aspirations and any potential areas for development or improvement.

One thing I have observed is that asking employees more questions to gain qualified insights are fundamental principles to a user centred design talent strategy. Furthermore, where possible the creation of more on-the-job opportunities helps to motivate high performers. Finally, high performers thrive with regular feedback. Where leaders make an effort to implement the above principles, high performing talent can grow and engage.

For nurturing high-potential talent, begin by thoroughly assessing your team to identify individuals with exceptional abilities and aspirations. Offer personalized development plans that cater to their unique skills and career goals. It's crucial to actively engage them in challenging projects, fostering a sense of ownership and commitment. Provide robust support through mentoring, feedback, and recognition, creating an environment where they feel valued and understood. Encourage them to push boundaries while ensuring they have the necessary resources and guidance to excel and grow within your organization.

There is a dimension that I have seen as counter-productive to organizations depending on how they handle the "empowerment." Development can come with a stipulation of having employees sign on for an additional x amount of years, or they have to pay the company back for the cost of training. This hinders development as some employees decline the training because sometimes it gives the perception of control and forced retention that outweighs the benefit of the training. It is always wise for a company to temper the cost with a reasonable agreement and foster a good relationship with the employee to encourage retention rather than to focus only on the transaction.

We hired high-potential talents to contribute, and in order to contribute optimally, we empower them to learn and grow to become the best versions of themselves -- simply by fostering a supportive work environment where they feel valued and heard.