Ten key indicators of professional potential that point to the leaders of tomorrow

A leader’s role isn’t just to get things done in the present, it is also to ensure that an organization remains viable well into the future. Recognizing and nurturing talent isn’t a luxury, it’s a strategic imperative. Which makes it critical to plan for succession. The good news is that you can accomplish two things at once. If you identify and build on the potential in your people, you will not only drive your organization toward future success, but you will also foster individual growth, motivation and productivity in your people right now.

In order to recognize and nurture talent in others, it is important to first understand the concept of professional potential. Potential, in a professional context, is more than just current skills and experience. It goes beyond to include a range of characteristics such as adaptability, continuous learning, resilience and goal orientation. Identifying these attributes requires both deliberate action and a thoughtful approach on the part of leaders. Effective communication and regular feedback play a pivotal role, as does creating an environment in which employees can showcase their strengths and talents.

Here are 10 key indicators of professional potential that point to the leaders of tomorrow:

• Adaptability and flexibility: Individuals who can be flexible in their approach, as well as adeptly adjust to change.
• Curiosity and a continuous desire to learn: Those who are genuinely inquisitive, ask insightful questions and demonstrate a willingness to understand and grow.
• An ability to inspire and motivate their peers: Employees who influence positive attitude and action by modelling constructive behaviour and setting an example for others.
• Proficiency in critical thinking and problem-solving: Those who approach issues and challenges with a sharp, analytical mind and contribute to innovative solutions.
• Proactivity and initiative: Team members who identify possible problems, step up to contribute and regularly go above and beyond their defined roles.

This was originally published as one of my regular columns in The Globe and Mail on January 17, 2024. If you have a subscription, you can read the rest on their site here: https://bit.ly/48FI6tC. And if you don't, a pdf version is archived here: https://www.turningmanagersintoleaders.com/wp-content/uploads/2024/01/GM_ManagementOnline_011724.pdf