My Learning from Experience -- Over the Years

Parsimonious Haiku

Although things do change,

The basics stand the test of time,

But adjustments are required.

?Abstract: This retrospective reflects on my journey over six decades in leadership development, talent management, and succession planning. Beginning in my mid-twenties at Consulting and then PepsiCo and collaborating with the Center for Creative Leadership, I've embraced various roles as an academic, practitioner, researcher, coach, and consultant with firms like Lominger, Korn Ferry, and my maybe culminating chapter… at TalentTelligent.

?In my development, I share insights into the evolving practices of talent management, particularly the shift from focusing solely on High Potentials to recognizing the essential contributions of High Professionals. My goal here is to offer lessons learned while encouraging others to continue growing in this dynamic field. Maybe some of what I have learned can save you time.

?From Pepsi to the Podium: 60 Years of Talent Management Wisdom (and a Few Laugh Lines)

I began my career in my mid-twenties, and now, in my mid-80s, I have over 60 years of experience in leadership development, talent management, and succession planning. My foundational learning came from a decade at PepsiCo and collaborating with the research team at the Center for Creative Leadership on The Lessons of Experience study. Throughout my journey, I've engaged with numerous academics and practitioners, particularly during the “conference years,” keynoting with organizations like Linkage, Conference Board, HRPS, Business Week, ASTD, and SHRM.

I’ve worn many hats over the years—academic, practitioner, researcher, coach, consultant—and more recently, I’ve been on the vendor side with Lominger, Korn Ferry, and now TalentTelligent. It’s been quite a journey. Been there, done that. Know a lot.

?Experience: The Ultimate Teacher (With a Few Course Corrections)

Along the way, I’ve learned from experience, continuously refining my foundational knowledge and best practices. I’ve watched many organizations facing developmental challenges and struggling with producing leaders --- combined with insights from academics reshaping the science behind talent management, has shaped my approach along the way.

?Though recognized mainly as a practitioner and thought leader, I’ve always found reflection valuable. Here are a few adjustments I’ve made along the way.

?Reflection and Learning 1:

Adding High Protentials: Discovering the Real MVPs of Talent Management

In the first third of my career, I was focused solely on High Potentials. Until I learned about a second important pool of talent. The High Protential. Came with various names.? Seasoned Professional. Master Performer. Irreplaceable Professional. An invaluable member of the valued talent calculation. I observed that most High Potentials were developed mainly by High Professionals (as their leaders, advisors, and mentors).? HiPros best understand and apply the history of the organization. We found that placing an emerging HiPo in a risky assignment was mitigated by having a Hypro close by. To our surprise, it didn’t matter whether the HiPro was the boss, a team member, or even a peer; they were nearby, and the HiPo knew how to work with and use them. Early on, programs like Leadership 101 and 102 were only open to the HiPos.? Midway, we opened the courses to HiPros too. It was magic. They learned from each other. HiPos would have creative and innovative ideas that the HiPros would scrub and challenge. Their collaboration was marked by a seamless exchange that created something truly remarkable. The end-of-day social activities became everyone’s favorite part of the courses.

?In the last third of my career, the talent reviews I helped design and implement featured both HiPo and HiPro lists. Through careful calibration and refinement, these reviews fostered a deeper respect for the HiPros, who continue to drive the majority of today’s profits.

?Reflection and Learning 2:

Nine Boxes Need a Shot of Botox: Updating Talent Management for the VUCA Era

As the co-creator of the nine-box performance/potential grid still in use today (though it's showing its age), each of the nine cells was thoughtfully titled and supported with robust resources for managing individuals within every category. Every cell had either a development protocol or a separation process (all available in The Leadership Machine, early editions). In response to VUCA challenges, I’ve updated the titles of two cells in the past decade. The original cell 4 (Protential) has moved to cell 7, which now requires at least average learning agility, reflecting the need for adaptability in today’s environment. This change also emphasizes verified and consensus HiPros, increasing their value from a 4 to a 7 on the nine-point grid scale. Cell 4 is now called Strong Performer, and whether a 4 advances to a 7 depends on improvements in learning agility.

?Reflection and Learning 3:

Talent Management: It's a Marathon, not a Sprint

A hard lesson learned is that most line managers are intensely focused on the here and now. Long-term Talent Management is a lot of work and takes a lot of time.? ?Building the bench for future legacy leadership is a 20-year project from internship to one of the top 2% jobs. While few argue whether it needs to be done, many do not find the time. Most want to make it simpler. But it’s complex. I believe the science and practice of talent management is at least as if not more complex than the content of most of the jobs in the organization. And, if it were simple, everyone would be doing a good job of developing leaders.? Most are not. There is a know-do gap. We know what needs to be done and how to do it. HR has had trouble making the sale and engaging line managers who are willing to sing the song but not participate in the dance.

?Reflection and Learning 4:

Talent Management: Securing a Seat at the Table

In this last portion of my career, I have concentrated more on making the business case for what TM does. For that, I have relied mainly on the work of David Ulrich and his firm’s (RBL) research. Boards, shareholders, and activists are becoming more interested in succession planning, so CEOs are paying more attention.

?Over the years, TM has developed into a stronger discipline with established best practices and research backing. My observation is that it deserves to report to the top of the organization. Independent of HR. Assuming the head of TM is strong and credible in front of the C-suite and talks business. The CHRO has lots of important things to do. As does TM. Best to work together but be independent. Over the years, talent management has evolved into a robust discipline, supported by established best practices and research. I believe it warrants direct reporting to the top of the organization, independent of HR. This approach assumes the head of talent management is credible and capable of engaging with the C-suite on business matters. While the CHRO has many crucial responsibilities, talent management also has its own significant objectives. Collaborating while maintaining independence is the most effective way forward.

?New CHROs many times want to bring in their past approaches, consultants, and vendors, and make unnecessary changes to interlocking TM practices. It confuses the line customers. Assuming current TM practices are already the best practices, best to leave as they are. Stability in these practices will allow us to focus on further enhancing our organizational goals.

?Reflection and Learning 5:

Talent Reviews: The More the Merrier and Trades Are Welcome

In my early years of conducting annual talent reviews and helping design them for clients, I focused on keeping the groups small — creating a safe space for honest dialogue between the line manager and the individual being presented to. At both PepsiCo and Pillsbury, these reviews typically involved face-to-face, one-on-one interactions with as few support personnel in the room as possible.

?However, I shifted my approach after attending conferences and listening to practitioners present their methods. That grouped talent reviews were more beneficial for everyone involved, except temporarily for the presenter, who would be under scrutiny for an hour or so.

?Grouped reviews brought together several peers for the discussion, allowing everyone to present and listen to one another. Given that making judgments about talent is often a lower competency for the average line manager, this format provided an opportunity for them to learn from their colleagues. Many participants had previously worked with the individual being reviewed, which enhanced the discussion. Observers were often invited to contribute as well. Additionally, trades would occur during and after the meeting, allowing peers to claim reviewed and agreed-upon HiPo or HiPro candidates ready for new assignments. This was particularly effective in functional reviews, where we would have division CFOs reviewing financial staff, as well as similar group reviews for Sales and Manufacturing.

Overall, grouped annual reviews proved more effective for everyone, aside from the hour each presenter spent in the spotlight.

?Reflection and Learning 6:

Assessing Talent: Because Guessing Doesn’t Always Work

The most recent shift to evaluate talent is to use questionnaires or survey data to assist subjective opinions about who is or is not a HiPo or HiPro. We (collective TM) plus or minus 10% know and have agreed to what a HiPo and HiPro looks like. Different vendors, academics, and practitioners may use different words and cluster things differently, but the underlying foundations are the same. The terminology is the same enough to begin to collect survey data along with subjective judgment. And it’s possible you would have to be one to know one. Standardized questionnaires would add value to the process and would frame the scrubbing. With numerous vendor options now available, our approach at TalentTelligent—my final career product company, where I’m leveraging my experience—centers on a Potential Library that incorporates the KSAP framework: Knowledge, Skills, and Attributes of individuals with potential. We know talent, and this framework enables us to effectively identify and nurture it. And if that isn’t your jam, its likely your favorite vendor already has one or will shortly.?

?Well, taught you I did, now use the force of science and live long and prosper.

?Bob

?WWW.TalentTelligent.com