5 tips to Nurture and Lead High Potentials

I am lucky enough to be working with an organisation that nurtures and develops high potentials.

I am fascinated by this population and have spent the last 10 years actively developing and encouraging them.

So who and what are high potentials? How do they differ from high achievers? And why are they crucially important?

High potentials are the rising stars in your organisation or team. They;

• Are innate leaders. Whether it’s a project, team or a creative idea that needs validating, they jump at the chance to challenge themselves and bring about a successful outcome.
• Work well autonomously and are good at what they do. There is a sense of calm confidence and drive that this group emanates, meaning that with a clear brief, they can be relied on to work diligently until a task is completed. They’re focused and harness their existing skills whilst being sufficiently self-aware and independent to fill any skills gaps by asking colleagues questions or getting the material they need elsewhere.
• Are interested in where the Organization is going. It’s growth, vision, values and metrics. They are big picture but can just as easily adapt themselves to detail orientated work when they are clear on the impact it can have on the whole.
• Are resilient. Everyone experiences stress, and that’s a good thing. The tension is what keeps life interesting and helps us grow. Yet, it impacts them less as they sense it’s transient nature and therefore, will keep working to solve the problem. This solutions-focused mindset and hands-on approach is a great asset, and one worth developing.
• Take the initiative and are often a few steps ahead, yet at the same time, are open; to new ideas, ways of looking at problems, relationships, organisational change and to being coached. They have a growth mentality and communicate their career goals.
• Support the team and remain positive. We all have bad days when we feel overwhelmed, yet high-potentials thrive in harmonious environments where they feel safe, recognised and can do their best work. So they will strive to create and maintain an atmosphere which is conducive to this.
• Are emotionally intelligent, reliable and engender trust. There is something very composed, reassuring and seamless about this group. Having worked with high potentials across the generations, they are all extremely self-aware and thrive on feedback.

What about high-achievers/performers?

In my experience they have a narrower view. They strive to do well in their job but don’t have the capacity or desire to get involved with the culture or the larger organisation. They are less focused on the success and well-being of the team and are not necessarily cut out to lead. They can be reactive, less open to learning and continuous feedback/development. This can lead to feelings of isolation when things are not going well and a dip in confidence.

How can we nurture rising stars and bring out their best?

To begin with, recognise them. An organisation that only employs high potentials would be in trouble, as there needs to be a balance of staff at every level to ensure the smooth running of the team.

In my experience, around 25 to 30% of the organisations I have visited have a pool of rising stars. It can dip as low as 20% however anything less than that is not the norm.

Once you have recognised your high potentials by their characteristics or as one yourself, follow these tips to get the most from them;

• Give them the space to grow. No one likes to be micro-managed, but this group may take it as a personal affront. It tells them that you don’t trust them, and that can be strongly de-motivating.
• Regular feedback is essential. If they are guided rather than managed, and are shown how and when to course correct, they will consistently produce excellent work. They thrive on growth and are sufficiently emotionally mature not to take your suggestions personally.
• Notice when they get tired of leading, and step in and make some of the smaller decisions for them occasionally. They know who they are and are more than able to take the lead in most situations, but they might not want to do it all the time. You’ll instinctively know when this is the case.
• Let them plan. High potentials are good at strategy and are generally well-organised. They understand the objectives they’re working to and will have mapped out the best way to get there. Listen, add in a few suggestions and let them run with it. Set them accountability markers and they’ll diarise them. When the time comes, expect a full debrief of the project, the impact, relevant metrics and a clear idea of what still needs doing.
• Get them to coach, mentor and work collaboratively. They are at their best when sharing knowledge, deconstructing what they do on auto-pilot for others benefit and coming up with smarter, faster ways of doing things. They love to see others grow - but don't forget to mentor them too.

Rising stars love being informed, so be open. About the team’s figures, successes, losses, changes, projects and goals. By keeping it real, you will gain and keep their trust.

Action point:

As a rising star, you may be leading without formal authority or in a recognised leadership position. Focus on your continuing personal and professional development and when you come up for air after a project think about ways in which you can add more value or solve pressing problems. Keep your eyes and ears open, keep asking questions and don’t forget to take time out and reward yourself for a job well done. 

Alison Roberts is an ex-entrepreneur with 35 years’ experience as a Global L&D Leadership Consultant, Sales Director/Trainer, Account Manager, Executive & Business Mentor and Public Speaker. She is passionate about Women in Leadership and specialises in developing and empowering future leaders and high-potentials. She is at her best when solving complex problems and challenging the status quo. Connect with Alison on LinkedIn and Facebook

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