Potential — for what? - Hay Group€¦ · Potential — for what? ... Leadership Roles Matrix 18 Leadership Competencies ... successful companies – such as GE, P&G,

Potential — for what?What every CEO should know – new insights into selecting the right leaders to secure your competitive future.

Contents

Potential — for what? 1

©2006 Hay Group. All Rights Reserved www.haygroup.com

Potential — for what? 2

Break-through approaches to selecting future leaders 3

Is your employee or candidate ready, willing and able 5to take on the next role?

The ‘growth’ factors that enable people to develop over time 8

Derailers: Is it them? Is it you? (It is probably both) 11

Potential — for what? A roadmap 13

Understanding the job and its context 15

Best practices in assessing potential 16

Summary – 5 key steps to Identifying and Managing Potential 17

Leadership Roles Matrix 18

Leadership Competencies 19

FormanyyearsCEOsattheworld’smostsuccessfulcompanies–suchasGE,P&G,BP–haveseentheimportanceofsecuringtheirlongtermcompetitivefuturebyinvestinglargeamountsofmoneyandtimeinidentifyingfutureleaders.Usingawholebatteryofassessmenttechniquesandprocessestheyhaveattemptedtorecruitthebestgraduatesandtosee,earlyintheircareers,whichmanagershadthelongtermpotentialtomakeittothetop:whattheBritisharmyhascalled:“findingtheGeneral’sbattenintheknapsackofthenewrecruits.”

ButinrecentyearsCEOshavebecomemoreconcernedabouttheirmoreimmediatecompetitivefuture:dowehavethetalentandcapabilitytodevelopandimplementthestrategiesthatwillenablesuccessintoday’shighlycompetitiveandchangingbusinessworld?Todaythepressuresforchangearegreaterthanever–fromglobalisation,competition,technology,breakthroughbusinessmodels–whichmeansthattheshelflifeofbothstrategiesandleaderscanbemuchshorter.

AndhereistheCEOsrealconcern:theabilityofleaderstoimplementonetypeofstrategymaynotbethetypeneededtoimplementanother:theskillsetsmaybedifferent,thebehaviorsmaybedifferent,theexperiencesneededmaybedifferent.Forexamplethoseneededtoleadanationallybased,fullyfunctionalcompany,operatinginastablecompetitiveandtechnologicalenvironment,willbeverydifferentfromthoseneededforaleaderinahighlymatrixedglobalorganizationfacingrapidcompetitiveandtechnologicalchange.Butthisisthetransitionmanybusinessesaregoingthrough.

Somemajorcompanieshaverespondedbythrowingoutordowngradingtheirprogramsforbuildinglongtermbench-strengthbecausetheyhavelosttheirconfidenceintheirabilitytopredictthetypeoftalentneeded.Butourresearchshowsthatitisthecompaniesthatcanresistthisresponseandcombineafocusonboththelongtermandtheshorttermwhichhaveenduringsuccess.

Potential — for what?

CEOs at the world’s most successful companies know that they can only safeguard their business’s competitive future if they have the right leaders to develop and implement their strategy. While CEOs know they can also hire external candidates, they also know that the track record of outside hires can be very unpredictable. CEOs and HR Directors from those organizations seen as best by their peers for managing talent, prefer to ensure they develop a good bench-strength of talent from inside their own organizations.


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Ourworkshowsthatthoseorganizationsconsideredbestpracticeattalentmanagementbytheirpeersclearlyarticulatewhattalentmanagementmeanstothem:

talent management is the process by which an organization puts the right mechanisms in place to deliver competitive advantage through the effective management of its people. In other words, ensuring the right people are in the right roles at the right time to deliver on strategy now and in the future

ThisdefinitionoftalentmanagementwasusedasthebackgroundtoresearchHayGroupconductedin2006withChiefExecutiveMagazine.Akeyfindingwasthatthe20companiesbestatmanagingtheirtalentconsistentlyoutperformtheirpeersintermsof

returnonshareprice.ThisresearchaffirmssimilarfindingsbytheCorporateLeadershipCouncil,whereastrategicfocusonemployeepotentialwasseenasthesinglemosteffectivestrategyinbuildingareserveofhighqualityleaders.Eightypercentofemployerssawhighpotentialemployeesashalfasproductiveagainovertheaverage.

Bestpracticeorganizationsarenotonlymoreproductive;byconstantlygettingthemanagementofhighpotentialtalentright,theyalsosurviveandwinonintothefuture.Thisisasoberingthoughtwhenyouconsiderthatsincetheinaugurationofthestockmarketindices,fewofthecompaniesoriginallylistedsurvivetodayandevenfewerexistinanythingliketheiroriginalform.Inshort,astrategicandwiseinvestmentintalentmanagementpaysdividends.Attheheartofthatliestheabilitytorecognise–andnurture–thelong-termpotentialofyouremployees.

Best practice organizations are not only more productive; by constantly getting the management of high potential talent right, they also survive and win on into the future.


Break-through approaches to selecting future leaders

Predicting potential, particularly long term potential, is a high-stakes game. You are not just dealing in specifics such as previous performance record, you are deciding where to place the organization’s bets in investing time and resources to develop future leaders.

BecauseofthisHayGrouphasdevelopedtwonew,break-throughapproachestohelporganizationsselecttherightleadersforboththeshortandlongterm:

Aguidetowhatorganizationsshouldplacetheirbetsonintermsofinvestingintheirtalentbyassessingthegrowthfactorsunderpinninglongtermpotential.

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Aselectionroadmaptoidentifythemostsuitableprocessandapproachtoidentifyingtalentatdifferentlevelsinanorganization.

Thesetwinapproachesshouldhelpensurebetterdecisionmakinginrelationtotalent.Howeveritisstilleasytogetitwrong.Justbecausesomeoneisdoingagreatjobintheircurrentposition,itdoesnotmeantheywillautomaticallyperformaswellinanotherrole–andcertainlynotnecessarilyasaleader.Thefalloutfrompromotingsomeonewronglycanbedisastrous,bothfortheindividualandthecompany.Theybecomestressedanddemotivated,theyunderperformandthepeopleworkingforthemthenalsobecomeunhappy.Itisaviciouscircle.Thecompanysuffersbecausetheroleisbeingfulfilledbadly–ornotatall.

Whereacompanydoesmakeamistake,itisimportanttorecogniseitandtakeswiftaction,returningthepersontoarolethatissuitableforthem,wheretheycanagainbesuccessful.Buthowdoyouchoosetherightperson?

First,itisimportanttorecognisethat‘beingastarperformer’isnotanenduringtraitofaperson.Itdoesnotnecessarilycarryoverfromonesituationtothenext.Greatperformanceisastate,theconditionofenjoyingagoodmatchbetweenaperson’scapabilitiesandtherequirementsofthejob–anditlastsaslongasthatmatchstaysinbalance,withchallengesthatareneithertooeasynortoohard.

Second,therearecharactertraitsthatenablepeopletotakebestadvantageoflongtermdevelopmentopportunities.Wecallthese‘growth’factorsandif

2. organizationstaketheseintoaccount,theyarelikelytogetabetterandmoreaccuratereturnontheirinvestmentinleadershipdevelopment.Butgrowthfactorsalonedonotensurethataperson’scareerwillsurviveastretch-to-breakrolechangenorsimplybeinglefttolookaftertheirowncareers.Organizationsconsideredbytheirpeerstobebestattalentmanagementgetthebestreturnontheirinvestmentby:

evaluatingwhohasthegrowthfactorsthatpredictlongtermpotential

evaluatinghowpeople’sabilitiesfitwithspecifictypesofroles,notjustattheircurrentlevelbutalsoathigherlevelsandforrolesinotherfunctions

enhancingpotential,onceidentified,bygivingexperiencesthatactascatalyststoleadershipdevelopmentandgrowth

creatingprocessestoensurethattalentflowsthroughtheorganizationintherightsequenceofrolestomaximizethechancesofpotentialbeingfulfilled

Thispaperfocusesonthefirststep:understandingandevaluatingpotential,andparticularlythegrowthfactors.Thesecondstepisaddressedbya“LeadertoLeader”articleentitled‘Navigating through the new leadership landscape’,availablethroughwww.haygroup.com(forasummary,seepages18&19).ThethirdandfourthstepsarethesubjectsofupcomingpaperstobereleasedbyHayGroupshortly.

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It is important to recognise that ‘being a star performer’ is not an enduring trait of a person. It does not necessarily carry over from one situation to the next.

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It is deeper, more personal factors (also known as competencies) that provide the foundation for performance at a superior level.


Whetherorganizationsareassessingshort-termsuitabilityorlongtermpotential,therearethreequestionsthatmustbeasked:

Are they ready? Doesthepersonhavethehardskills,knowledgeandexperiencerequiredfortheroleintowhichtheywillbemoved?Developedthrougheducation,trainingandcareerexperience,readinessisnecessaryforachievingeffectiveperformance.Thisissometimesreferredtoasbeing“résumé-ready”becausemuchofthiskindofreadinesscanbeevaluatedthroughagoodrésuméorcareerhistory.

Are they willing? Doesthepersonwanttoriseintheorganization?Cantheorganizationadapttotheperson’sneeds?Giventheever-increasingpaceofcorporatelifeandrisingstandardsofliving,peopleareincreasinglychoosingtobalancetheirworkandlife,ratherthansingle-mindedlypursuecareers.Thisissuehasimplicationsforboththeindividualandtheorganization.

Are they able?Doesthepersonpossessthe‘soft’characteristics,theunderlyingpersonaltraitsrequiredbythespecificroleororganization?Someofthesearetheinherentqualitiesoftheindividual,whileotherscanbedevelopedthroughcareerexperienceandcoaching.Itisthesedeeper,morepersonalfactors(alsoknownascompetencies)thatprovidethefoundationforperformanceatasuperiorlevel.

Mostorganizationsarequitecapableofassessingthefirstquestionandofnegotiatingthesecond.Thethirdquestion,thequestionofpotentialability,isthefocusofthispaper.

So, what is “Potential”?

Theformulaonthenextpagecapturesthecriticalelementsfordefiningandidentifyingpotential.

Is your employee or candidate ready, willing and able to take on the next role? Some organizations think of potential in terms of immediate performance in the next role, what we call suitability; while others see it as a latent, longer term quality that needs to be identified and nurtured to provide leadership in the future.

Whatthismeansintermsofmeasuringpotential,isthatorganizationsneedtobeclearandobjectiveaboutboth

thecurrentabilitiesoftheirpeopleand

theactualrequirementsoftheintendedorfuturerole(s),whetheritisthenextpromotionfortheperson,oralongerterm‘leadership’role

‘GrowthFactors’and‘Derailers’addressathird-andcrucial-question,onethatistoooftenignored:Doesthispersonhavewhatittakestogrowanddevelop?Thegrowthfactorsaredeep-seatedtraitsthataffectaperson’sabilitytodevelopovertime.

Agrowthfactor,inabundance,hasfewdownsidesandactsasamultipliertothefirsthalfoftheequation.Derailersareaspectsoftheperson-ortheorganization-thatinterferewithgrowthandperformanceandactasadetractortothefirsthalfoftheequation.

Growthfactorsareakintotheconceptof‘trainability’.Thisideahasbeenaroundsincethe1950sandisdefinedasaperson’scapacityforlearningnewskillsandapplyingthemeffectively.However,growthfactorsgobeyondthis,

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enhancingtheabilityofindividualstolearnnewwaysofworkingandleading,ofmanagingthemselveseffectivelytomeetthedemandsoftheroleand,crucially,toadaptasrolerequirementschange.

Inexploringtheseissuesfurtherthroughourgloballeadershipdatabaseandwithasynposiumoftalentleaders,wefocusedononequestion:Ifyouhadalimitedleadershipdevelopmentbudget,whatmeasurablecharacteristicswouldpredictthebestreturnsoninvestment?

Inposingthequestion,itquicklyemergedthattobeusefulinpredictingmidtolongertermpotential,growthfactorsshouldbe:

Recognizable earlyintheperson’scareer,ideallyeveninarecentgraduate,andinawidevarietyofsituations.Equallyyouwouldnotwantthegrowthfactorstoexcludegoodleaderswhocomefromdiversebackgrounds.Thismeanstheyshouldbedefinedbroadlyenoughtoberecognisedindifferentorganizationalorculturalsettings.

Useful in many or most high-level leadership roles.Sincefutureleadershiprolesareunlikelytobe


Person’sCurrentAbilities

Future Role Requirements

Potential is the fit between a person’s current capabilities and possible future roles, taking into account the person’s longer term capacity for personal growth and their possible derailers.

Growth factors are all multipliers to ability; they are the enablers to development.

Potential = Growth factors

Derailersx

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If you had a limited leadership development budget, what measurable characteristics would predict the best returns on investment?


clearlydefinedyet(whoknowswhatthecompanywillneedmanyyearsdowntheline?),youshouldlookforcharacteristicsthatwillsuitavarietyofleadershiproles.

Difficult to develop.Sufficientdevelopmenttimeandresourcesareneveravailable-soorganizationsshouldleveragetheirinvestmentbyselectingpeoplewhoalreadyhavethosequalitiesanddeveloptheknowledgeandskillsthatarelessdifficulttolearn.Thesepeoplearemorelikelytotakeadvantageoftheexperiencesortrainingthatcultivatethespecificcredibilityandbreadthneeded.

Not strongly associated with significant derailers. Characteristicssuchasdrivingpersonalambitionmaybedesirableinsomewaysbutcanalsobecomealiabilityifover-developed,leadingtoarroganceandblindspots.Youwouldwanttousegrowthfactorsthatdonotcarrytheserisks.

Theresearchwasalsoclearonsomepopularchoicesthatare,infact,notsuchgoodindicatorsofgrowthpotential:

Being the very best performer in the current job. Thispersonmayhavegoodgrowthpotential.However,thecharacteristicsthatmakesomeoneideallysuitedtooneroledonotnecessarilyleadtosuccessalevelortwoupthecorporateladder.Thebestsalespeopleareagoodexample.Theyareoftensuper-focusedontheirownperformanceandtheirowncustomers.Thismakesthem

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greatsalespeople–butnotgreatsalesmanagers.Often,thenext-bestsalesperson,theonewhomissesanoccasionalopportunitybecauseheorsheiscoachingsomeoneelseontheteamorfiguringouthowtohelpthewholeofficedobetter,willmakeamuchbettersalesmanager.

Expressing great personal ambition and drive.“IwanttobeCEO.”Althoughthisseemslikeanobviousindicatorofpotential,ithastwodrawbacks.First,suchstronglyambitiousindividualsmayseektheirpersonaladvancementattheexpenseoftheperformanceofthegroup.Theymaybecomesofocusedontheirowncareerthattheybecomeblindtootherfactors.Theymayalsobesubjecttoover-confidenceandthelackofself-questioningthatgoeswiththat.Incontrast,manyofthemostsuccessfulexecutivestalkofoccasionswhentheyhesitatedtoacceptapromotion,takingtimetoreflectandassesstheirowncapabilities.Often,theywentontodoagreatjobinachallengingrolebutoccasionallytheydeclinedanofferthatwasnotagoodmatchtotheircapabilitiesandwaitedforanopportunitywheretheycouldshine.Theydidnotputdrivingpersonalambitionfirstbuthadthematuritytoquestionandconsider.

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Throughourin-depthbehavioralinterviewswithawiderangeofmanagers,executivesandnon-management,wefindthatthesecharacteristicsareseenmoreofteninpeopleinhigherlevelsoftheorganization(i.e.thosewhosepotentialhasalreadybeenrealizedtosomeextent)thaninthoseatlowerlevels.Thesefactorsarealsoassociatedwithoutstandingperformance,especiallyathigherorganizationallevels.Theyhavebroadapplicabilityacrossawiderangeofleadershiproles.However,anorganizationmightwanttoputspecialemphasisononeoranotherofthesegrowthfactors,dependingontheorganization’slongtermstrategicfocus.

Thesefactorsaremostusefulforidentifyinghighpotentialindividualsinmanagementpositions,whowarrantextrainvestmentintheirdevelopment;orforchoosingemployeestopromoteintomanagement.Thesequalitiesalsocomeintoplaywhenmovingpeopleintoexecutiveroles,althoughatexecutivelevel,morespecificissuesaboutknowledgeandexperiencearealsoimportant.However,atlowerlevelsoftheorganization,thegrowthfactorsmaynotmakeamajorcontributiontoperformanceoutcomes.Thesearequalitiesthatpredictstayingpowerand

eventualgrowth,notnecessarilytopperformanceearlyinone’scareer.

Thinking beyond the boundaries.

Thisisabroadapplicationofconceptualability.Thischaracteristiccomprisesrawcomputingpower,orI.Q.plus,mostimportantly,adispositiontoapplythatconceptualabilitytobroadquestions,tomakeunexpectedbutusefulconnections.Thisistheearlymanifestationofthestrategicthinkingthatleadersneedtoprovidefortheirorganizations.Althoughamoderatelyhighlevelofintelligenceisanobviousrequirementforthisgrowthfactor,veryhighlevelsofintelligencedonotappeartoaddextravalue.Whatmakesthedifferenceistheindividual’sdispositiontolookbeyondtheirroleandtomakeconnectionsbetweentheirareaandother,peripherallyrelated,areas.

Youmightlookfortheindividualcontributorwhoisthinkingabouthowtomakethewholedepartmentmoreproductiveorhowtostreamlinethewayitdealswithsuppliersandcustomers.Youmightseecollegestudentswhoaremakingconnectionsbetweenwhattheylearninonecourseandwhattheylearninadifferentsubject;orasalespersonwhobringsinarticlesorobservationsfrom

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The ‘growth’ factors that enable people to develop over time

We suggest four fundamental characteristics that meet the criteria above. These are core qualities that comprise the basic building blocks of potential and that you would want to see in all ‘high potential’ employees.

The ‘growth’ factors are associated with outstanding performance at senior levels by people who fulfilled their earlier potential.


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outsideyourindustryandtalksabouthowtheseideas,eventsordevelopmentsmightprovideopportunities.

Core questions

Doesthisperson’sthinkingmakeusefulconnectionswellbeyondthenormalboundariesandtimelinesoftheirjob?Dotheythinkinafreshcreativewayorausefulwayaboutthebigquestions,thebigproblemsandthelongertime-framethatproperlybelongtoalargerrole?Dotheymakecomplexissuesstraightforwardandgroundedinreality?

2. Curiosity and eagerness to learn

Thisnaturalcuriosityandeagernesstolearnandtotakeonnewchallengesmaybedisplayedbyaskingquestionsthatpushtheboundariesofacceptednorms;byadesiretotakeondifferentandchallengingassignments,evenwhenthesedonotrepresentapromotion;byextensiveordiversereading;orattendingunusualcourses.Itsupportsthinkingbeyondtheboundariesbyprovidingtheinformationthatmakessuchthinkingpossible.Thisdesiretolearnalsohelpsthepersontakeonabroadandchallengingrangeofcareerexperiencesandtakefulladvantageofdevelopmentandeducationalopportunities.Boththisqualityandthinkingbeyondtheboundariesarenotalwaysassociatedwithgreatgradesinschoolorcollege.

2. Core questions

Doesthispersondisplaycuriosityandeagernesstolearnthatgoeswellbeyondwhatisnormallyexpectedintheirjob?Doesthispersonreadilytakeontasksorrolesthatarenewandchallenging

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tothem,embracingtheimplicitriskintryingsomethingnew?

3. Social understanding and empathy

Thisisthegenuinedesireandabilitytounderstandothers,tocatchnotonlytheirexplicitargumentbutalsothesubtextandcontext,thereasonsfortheirresponses,theotherperson’sperspective.Thisabilitytoseeapersonasawhole–withtheneeds,backgroundandpersonalitythataffecthowtheyrespond–underpinssophisticatedinfluenceskills,aswellasmanyoftheleadershipcompetenciessuchascollaborationandteamwork;developing,motivatingandinspiringothers;negotiationskills,etc.Thisinnateunderstandingofotherpeopleisanessentialexecutiveskillandisdifficulttoacquire.Afterallleadership,atitsheart,isallaboutinfluencingothers.Don’tbefooledbycharmorpolishedpresentationskills.Thesecancarryasmartpersonquitealongwayintheircareerbutatsomepointtheyaresimplynotenough.

3. Core questions

Doesthispersonlistencarefully,askclarifyingquestionsandnotjumptoconclusionsaboutotherpeopleandtheirmotives?Isthispersonmotivatedtounderstandothers?Doesthispersontreatotherswithrespectandseethepositiveinothersmoreoftenthantheyseefaultsorshortcomings?(Someonewhoconstantlyfindsthefaultsinothers–howeveraccurately–isNOTshowingempathy)Doesthispersonconsistentlybringoutthebestinothers?


4. Emotional balance

Thisisthehardestcharacteristictoassessinanapplicantandperhapstheeasiestinanemployee.Thisqualityembracesbalance,emotionalresilienceandrealisticoptimism.Thequestionhereishowpeoplerespondwhenthingsdonotgosmoothlyintheircareerorintheirpersonallife?Realisticoptimismandstabilityenablepeopletobouncebackfromadversity,toleadunderstressfulcircumstancesandhelptokeepotherspositiveandmotivated.Withoutthismaturity,thebestleadershipdevelopmentprogramswillhavelittleeffect,asthepersonwillnottakeadvantageoftheopportunityforpersonalgrowth.Emotionalbalancealsoneedstobeassessedrelativetotheperson’sage-wenormallyexpectmaturityofbehaviourandperspectivetoincreasewithage,anddon’tholdatwenty-year-oldtothesamestandardofmaturityasafifty-yearold.

4. Core questions

Doesthispersonhaveemotionalstabilityunderdifficultcircumstances?Ordotheystressoutandmakethingsevenworse?Dotheyrecoverandlearnfromtheirmistakes?Ordotheysulkorblameothers?Dotheyseekoutandtakeconstructivecriticismwell,learningfromittoimprovetheirperformance?Ordotheybecomedefensiveorkeepmakingthesamemistakeagainandagain?Dotheyfocusonwhatisbestforthegroupaswhole?Ordotheyseeeveryissueintermsofhowitaffectstheirpersonalreputationandcareer?

Thequestionsforeachgrowthfactorareonesyoumightwanttoaskyourselfaboutayoungemployee,oraskarefereeaboutanapplicant.Apersonmaybestrongononeortwofactorsandweakorlackinginothers.Generally,toconsiderapersonashighpotential,wewouldwanttoseerealstrengthsinatleastthreeofthesefactorsandnomajorwarningsignsintheremainingone.

Althoughthesecharacteristicsarerelativelyenduringtraits,theycanchangeovertimeinresponsetoexperience.Theorganizationcandothingsthatwilleitherencouragedevelopmentofthesequalitiesorobstructit.Incoachingormanagingthedevelopmentofyourhighpotentials,youshouldre-visitandre-evaluatethegrowthfactorseveryfewyears.Youalsoneedtoputinplacetherightrolerotationstoprovidetheexperienceorcatalyststhatstretchpeople,sothattheybecomemorethantheyalreadyare.Forexample,takingaleaderoutoftheircomfortzoneandaskingthemtomanageadifferentpartofthebusiness,incubateastart-up,ormergetwobusinesses,willpresentchallengesthatcannotbedeliveredbypersonaldriveandtechnicalabilitiesalone.Thesechallengesprovideanopportunitytostepbackandlearnhowtolead,notthoughone’sownefforts,butthroughtheeffortsofothers.Itisimportantthat‘highpotential’peoplelearnhowtodothisearlyintheircareers,sothattheyhavethisskillwhentheyreachaseniorposition.Wewilldiscussthesecatalyststogrowthindetailinaseparatepaper.

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Career derailment can be subtle and associated with strengths, where too much of a good thing can start to work against you.


Derailers: Is it them? Is it you? It is probably both

As we have seen, growth factors have few downsides and act as a multiplier to a person’s leadership potential. Derailers, on the other hand, are aspects of the person – or the organization – that interfere with growth and performance and detract from potential. Most cases of career derailment involve both individual factors and organizational complicity.

Individual FactorsAfewderailersmayexistwithinaperson.Someofthesearetheoppositetothegrowthfactors,assuggestedbelow.

Anarrowandshort-sightedemphasisonimmediateresultsand/ortechnicalexpertise–thisistheoppositeoflateralthinkingandtakingabroaderviewAnassumptionofbeingsmarterthaneveryoneelse–thisistheoppositeofthedesiretolearnandsucharrogancecanworkagainstacquiringanylearningAninabilitytolistenandproperlyhearwhatothersaresaying–thisistheoppositeofempathy.Thiscanappearasashallowormanipulativecharm,orassheerlackofinterestinotherpeopleAlackofself-control,depression,sulkingandself-centerdness–thesearetheoppositesofemotionalmaturityandresilience.

Whilesomepeoplewhobecomederailedhaveobviouspersonalweaknesses,withothers,thederailingfactorcanbemoresubtleandcanbeassociatedwiththeirstrengths,wheretoomuchofagood

thingcanstarttoworkagainstthem.Forexample:

beingtooaffiliativecanleadtoatendencytoavoidconfrontingissuesbeingtoofocusedonachievingresultscanleadtoanarrowviewandalackofstrategicinsightbeingsofocusedonpersonalachievementthatonecannotworkcollaborativelybeingsointellectualandcerebralthatthepersondoesn’torcan’twinheartsandmindshavingsuchhighstandardsthat‘perfectingperfection’getsinthewayofon-time,cost-effectivedeliverybeingsogoodateverythingthatothersareovershadowedandunintentionallydisempoweredorleftlittlelatitudetocontribute.

Thereasonthesestrengthsderailcareersisbecauseoftheunintendedconsequencesofover-applyingthem.Itisdifficulttoabandonwhathasworked,evenwhencircumstanceschange,anditmaybenearlyimpossibletogiveupoldpatternsifnonewskillshavebeendevelopedtoreplacethem.


Organizational Factors Theorganizationcanbecomplicitinthederailingofcareers,mostoftenbyforgivingratherthandealingwithflawsandshortcomings,aslongasthepersonishittingtheirtargets.However,latertheseflawscomebacktoderailtheircareer.Andbythetimesomeoneisaseniorexecutive,gapsintheabilitytounderstandthesubtextofotherpeople’scommentsandtopredicttheirresponses,ortoinfluenceothersinavarietyofsubtleways,willseriouslylimittheperson’seffectiveness.

Thereareothercommonwaysinwhichorganizationsunwittinglyderailtheirbestemployees’careers–andintheprocess,handicaptheirorganization’sabilitytoadapttochange:

The laissez-faire mistake:thinkingthattheorganization’sresponsibilityendswhenitidentifiespotential.Byassumingthatthecreamwillrisetothetop,theorganizationwastesmostofthelatentpotentialintheworkforcebyfailingtonurtureanddevelopit.Thebestwaytocultivatepotentialtalentwillbediscussedinmoredetailinaforthcomingpaper

The job rotation mistake:makingtheassumptionthatajobrotationoranoverseasassignmentis,initself,adevelopmentalexperience,withoutprovidingeithertheframeworktoorientthepersontowhattheyaresupposedtolearnfromtheassignment,orade-brieftoensurethatthedesireddevelopmentdidtakeplace

The ‘a good manager can manage anything’ mistake:makingpromotionsorlateralmovesthat

stretchthepersontothepointofbreaking,withoutprovidingsupportandasafetynet;worse,thenblamingthepersonforfailingtoadaptquicklyenough

The moving-too-fast mistake:movingthehighpotentialpersonfromoneroletoanothertooquickly,eliminatingtheopportunitytolearnfromexperienceandfromtheirmistakes;worseyet,movingahighpotentialpersonbeforetheconsequencesoftheirmistakesbecomeclear,rescuingthem,ratherthanallowingthemtofail.Howpeoplecopewithandlearnfromfailurecanveryquicklysortthewheatfromthechaff.Itisnature’squickestprovingground.

Finally,somederailersmaybespecifictotheorganization.Forexample,someorganizationsrequirecertainstylesofinteraction–morehierarchicalormorecollegial,moreformalormoreaffiliative.Havingaverydifferentindividualstylecanbearealhindrancetoeffectivenessinsomeorganizations.

Apparentunwillingnesstorelocateisoftenseenasaderailerandneedstobehandledwithcare.Suchunwillingnesstomovemaybetemporary,relatedtochildren’sschooling,apartner’scareeroreventheperson’staxliabilities.Supportfromtheorganizationcanoftenresolvetheseproblems.Lackofmobilitymayevenbeassumedbutmaynotberealormayapplyonlytocertainlocations.

Relocationissuesmaybebasedontheorganization’sunwillingnesstoquestionwhethermobilityisevennecessaryand

Organizations can be compliant in the derailing of careers, often by ignoring flaws until too late.

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The question of potential is only partly answered by the identification of growth factors and derailers.


Whenitcomestomakingaplacementdecision,theyalsolookmoredeeplyintospecificfactorssuchasthecriticalsuccessrequirementsfordifferenttypesofrole.Byknowingthisinformationindetailandinhavingaroadmapofcriticalroles,itisthenpossibletostartaskingawiserquestion,onethatisfocusedaroundasking:Potential–—forwhat?

Organizationsmayalsomaintainmorethanone‘talentpool’:theymayhaveonefortechnicalleaders,anotherforsalesandanotherforcorporateleadership.

Organizationswilldowelltoweighdifferentpartsofthepotentialformulamoreheavilythanothers,onhowmuchtheyareselectingforsuitabilityforimmediateperformance(“gofixthisoperation”,“hitthegroundrunninginCustomerService”),andhowmuchweightisgivenforfuturepotential.Thefactorsthatareimportantinselectionwillalsovarybytheorganizationallevel.The

tableonpage14outlineswhichselectioncriteriaarelikelytobemostusefulinfourtypicalsituations:

suitabilityforloworentrylevelroles,longtermpotentialwhenselectinggraduatesorentryintomanagementtraining,longtermpotentialforseniorleadership,immediateperformanceforcrucialseniorleadershipjobs.

Forexample,whenshorttermsuitabilityforthenextjobisthemainissue,theperson’sfittothatjobisgivenprimaryconsideration,(buteventhenitmaybeusefultoconsiderthegrowthfactorsforfutureaddedvalue).Forexecutivelevelroles,itiscrucialtodefinetherequirementsofthespecificrolewithsomeprecision:differencesinexecutiverolescanhavesignificantconsequences.

However,whenyouareconsideringpotentialforfuturemanagerialor

Potential — for what? A roadmap

The best organizations excel by being aware enough to avoid organizational complicity in derailing careers and by encouraging employees to develop a flexible range of strengths. But they also go one step farther. In their mind, the question of potential is only partly answered by the identification of growth factors and derailers.

tolookatwhoneedstomoveortravelwhere.Forexample,resistancemayrelatetomeetingsinHQeverymonth,whichmaymeanthreeorfourdays’travellingfor

someonelivinginBraziltoattendaone-daymeetinginEurope.Executiveteamsneedtoquestiontheirassumptionsaboutthesematters.

leadershiproles,thespecificsofthejobstobefilledinsomenumberofyearsarenecessarilylessclear-andtheremaybearangeofpossibleroles.Inthissituationtheperson’slong-termpotentialandadaptability(thegrowthfactorsandthede-railers)becomemorecritical.Overtime,asthepersondevelops,thespecificrolesforwhichtheyarebestsuitedwillbecomemoreclear.

Ingeneral,thegrowthfactorsaremoreimportantwhenselectingforpotentialforthefuture,whilejob-specificfactors(“résuméreadiness”plusrole-relatedabilityorcompetencies)aremoreimportantwhenselectingforimmediateperformance(suitability).Themostcriticalfactorsforselection,invariousdifferentsituations,aresetoutinthetablebelow,intheorderofpriorityforeachsituation.


3 4

2 1

Higher in the organizationpotential for the future suitability for now

Benc

h st

reng

th p

oten

tial

for t

he fu

ture

.

Selecting for leadership potential at the executive group level

GrowthFactors/DerailersTheorganization’sgeneralleadershipcompetenciesAppropriaterangeofpriorexperienceandskills(readiness)

Selecting for immediate performance in mission-critical leadership roles.

Uniqueleadershipcompetencies(fittoorganizationANDspecificleadershiproleprofilerequirements)GrowthFactors/Derailers

Suita

bilit

y fo

r an

urge

nt n

eed

Selecting for broad managerial potential, for graduate entry to middle manager

GrowthFactors/DerailersCore,generalorthresholdcompetenciesforthewholeorganization(oftenbasedonorganization’svalues)

Selecting for immediate performance in key entry or low-level roles

Job-specificskills,knowledgeandexperience(i.e.“résuméreadiness”)Specificcompetenciessuitableforthejobathand(i.e.being‘able’)GrowthFactors/Derailersifintentislonger-termcareergrowthaswellasimmediateperformance

potential for the future suitability for nowLower in the organization

Knowingtowhatextentyouareidentifyingsuitability(agreatmatchbetweencurrentcapabilitiesandimmediateroledemands)andtowhatextentyouareidentifyinglongtermpotential(likelihoodofagoodreturnonyourinvestmentintheirdevelopment

forfutureroles),canhelpdeterminewhichaspectsofthepotentialequationaremostimportantfortheplacementathand.Itcanalsoenabletheorganizationtobediscerningandrealisticaboutthecapabilitydevelopmenttobeexpectedfromapersoninaparticularrole.

Potential – for what? The selection roadmap

15

The more pressing the organization’s need for performance from a role, the more clear and specific the organization must be about what it is looking for.


Whenmovingsomeoneintoanewrole,

firstconsiderindetailtherequirementsofthatroleandhowitcontributestotheoverallstrategyandbusinessresultsand

thenconsiderthefitbetweentheperson’scurrentabilitiesandtheneedsofthenewposition–nottheneedsoftheperson’scurrentrole

thenbepreparedtoprovideguidanceandsupporttoaddressthegaps.(Iftherearenogaps,themoveisprobablytooeasyandprovidesnodevelopment.)

Themorepressingtheorganization’sneedforperformancefromarole,themoreclearandspecifictheorganizationmustbeaboutwhatitislookingfor.Understandingtheexactdemandsoffuturerolesandthechallengestheypresenttoeachindividualiskeyinthemeasurementofshort-termsuitability.Itisnotenoughtoconsiderwhethersomeoneisreadyforamove‘toabiggerrole’.Managersalsoneedtolookathowindividualswillfitintothespecificrequirementsofdifferentroles.Theingredientsforsuccessvaryconsiderablyfromoneroletoanother,evenatthesamelevelofseniority.Itisahugeleapfromaseniorstrategyrole(broad,conceptual

thinking,sophisticatedcommunicatorandleadingasmallteamofhighlyqualifiedprofessionals),toanoperationsrole(leadingalargeorganizationfromadistance,focusingondeliveryofresults)ortoanHRrole(influencingpeople,collaboration,depthofunderstandingofhowprocessesaffectoutcomes).

HayGrouphasidentifiedsomecorepredictorsacrossthreeroletypes:

planningandpolicy,

sharedcontributor

straightdelivery.

Theseholdtrueacrossthemajorityofseniorjobs.Wehavewrittenabouttheseearlierina“LeadertoLeader”articleentitled ‘Navigating through the new leadership landscape.’Itisavailablethroughwww.haygroup.com.Themorepressingtheorganization’sneedforperformancefromarole,andthereforetheshortertermthepotentialyouareassessing,themoreclearandspecifictheorganizationmustbeabouttherequirementsofthenewrole.

Aflavorofthesuccesscriteriatolookforacrossroletypesanddifferentorganizationallevels,isshownonpages18and19.

Understanding the job and its context

Many organizations fall into the trap of seeing potential as a panacea, assuming that someone who is ‘high potential’ will be good at almost any leadership role. Not so.


Typical and best practice methods for assessing potential

Best practices in assessing potential

There are many sets of competency requirements for specific roles and many ways of assessing a person’s fit to a role. Just as different areas of potential vary in importance according to the job requirement, so methods of identifying a person’s abilities vary, as shown in the table below.

3 4

2 1

Whatevermethodsofassessmentyouuse,thecrucialissuesarefirst,tounderstandtherequirementsoftheroleindepthandindetailandsecond,togaugetheindividual’scapabilitiesandprovidesupportwherenecessary.

Givingon-goingfeedbackabouttheperson’sstrengthsandweaknessesagainstthenewrole,andguidanceregardingthecapabilitiesyouhopetheywilldevelopinthenewassignment,cangoalongwaytoensuringsuccessinperformanceandintheperson’sdevelopment.

Higher in the organization

Benc

h st

reng

th fo

r the

futu

re

Assessing for leadership potential at executive group level

Typical practice:performanceagainsttargetsandlinemanagernomination;tick-the-boxsuccessionplanning

Best practice: talentreviewforumssuppliedwithobjectivesurveydata,externalbenchmarking,andcompetencyinterviewdatatoenablebetterdecisionmaking,detailedconsiderationofgrowthfactors/derailersandprovisionofdevelopmentfeedbackaboutconsequencesforcareerpath

Assessing for immediate performance in mission-critical leadership roles

Typical practice:adhocconversationbetweenCEOandHRleadersand/orheadhunters.Sometimesincludesexternalassessments

Best practice:broader,moreformaliseddiscussions,futureorientatedroledefinition,externalbenchmarking,linkedtopriorstrategicsuccessionplanning,rigorousdebateoffittorole,evidencethatderailershavebeentackled

suita

ble

for a

n ur

gent

nee

d:

Assessing for broad managerial potential and for graduate entry to middle manager

Typical practice:linemanagernomination(issueswithvalidityandmeansofmeasuring);assessmentcenters(costly,and/orresourceintensive,resultsmaynotbeapplicableifsub-contracted)

Best practice:competencybasedinterviewsand/orassessmentcentres,detailedconsiderationofgrowthfactors/derailersanddiversesurveydata,connectionbetweenoutcomesandrealdeploymentdecisions

Assessing immediate performance in key entry or low-level roles

Typical practice:performanceagainsttargets

Best practice:additionalconsiderationofkeythresholdcompetenciesandthoughtgiventogrowthfactors/derailers

Lower in the organization

17

The key is to ensure the business strategy is translated into a people strategy and all HR leaders pull in the same direction.


Summary – 5 key steps to Identifying and Managing Potential In summary, we see five key ways to get better business results from the identification and management of potential:

Know what you need from people.

Startwithstrategy,usestrategytodefinewhichbehaviorsandqualitiesyouneedfrompeopleandwhichrolesaremostcrucialtoexecutethatstrategy.Thenfocusyourselectionanddevelopmenteffortsonthoseroles,behaviorsandqualities.

Identify long-term potential through the growth factors – not just job-specific abilities, or past performance.

IncludethefollowingcharacteristicsoflongertermpotentialThinkingbeyondtheboundariesCuriosityandeagernesstolearn

Potential – for what?

Don’tmistakeperformanceforpotentialorpotentialforreadinessforpromotion.Distinguishbetweenlongtermleadershippotentialandshorttermjob-specificpotential.Rememberthatbeingastarperformerisastate(ofagoodfittoajob)andnotapermanenttrait.Sometimesapersonwithgreatpotentialandwiththeunderlyingabilitiestodoajobwell,butwithouttheexactexperienceandknowledge,willtakealongertimetogetuptospeedbutwillultimatelyproducebetterresults.Ontheotherhand,beingastarperformertodayisnotaguaranteeofreadinessforpromotion.Instead,givecarefulthoughttoexactlywhatisneededinthenextroleandaskyourselfifyourcandidatehasthosecharacteristics.

Fulfilment of potential.

Thisiscrucial-simplypromotinghighpotentialsorrotatingthemthroughassignmentsisnotenough;theyneedsignificantcareanddevelopmentattentiontoensurethattheirpromiseisfulfilled.Organizationsneedtotakeriskstohelppeoplegrow,promotingdevelopmentthroughstretchingcareermoves,coachingandtraining.Thisimpliesminimisingtheorganization’scomplicityincareerderailment.Thisshouldbepartoftheresponsibilityoflinemanagers,notjustHR.

Create enabling systems to effective talent management.

Processesneedtohelpfindandpromotehiddendiamondsandthereneedstobemechanismsthatinjectobjectivedataintothedecisionmakingprocessesaroundbestdeploymentoftalent.Throughgoodtalentsystemsorganizationscanensuretheirpeoplefulfiltheirpotentialandthuscontributetothefuturesuccessoftheorganization.Thesesystemsalsoneedaligningwithotherleverssuchasreward.

1]

2]

3]

4]

5]

SocialunderstandingandempathyEmotionalbalance

Potential — for what? Appendix

Leadership Roles Matrix

Leadership Type Operational Roles Collaborative Roles Advisory Roles

GlobalEnterpriseLeadership

Topleadersoflarge,complexinternationalorganizations,typicallypubliclytraded,highprofileconglomeratesthatspandiversetechnologies.

Notapplicable Notapplicable

EnterpriseLeadership

Leadsallaspectsofbusinesstogenerateresults.Typicallythehighest-levelleadershiproleinadiverseenterprisewithmultiplebusinessunits,lines,andmarkets.


StrategyFormation Focusedontheachievementofbottom-lineresultswhereglobalorbusiness-criticalobjectivesmustbeachieved.Typicallymorecomplexgeneralmanagerorsalesroles.

Developsanddeliversstrategicallyimportantprogramscriticaltotheorganization’smissionfunctionthroughcoordinationanddirectionofdiverseresourcesoverwhomdirectcontrolisnotexercised.

Focusesonthealignmentandintegrationofstrategiesforathatisacriticaldriverofbusinesssuccess.Partnersindeterminingbusinessstrategyandprovidesstrategicadvicethatsupportstheachievementofcriticalbusinessobjectives.

StrategicAlignment Focusesontheachievementofbottom-lineresultswhereproductandmarketdevelopmentsdemandsignificantchangetocurrentbusinesscapabilities.Typicallygeneralmanagerorsalesroles.

Definesanddeliversspecificandmeasurablelong-termprogramsandresultsthroughacomplexnetworkofresourcesandpartnersoverwhomdirectcontrolisnotexercised.

Focusesonthealignmentandintegrationofpolicyinastrategicallyimportantanddiversearea.Providesadviceandguidancethatsupporttheachievementofmajorbusinessobjectives.Seenasthoughtleaderinternally.

StrategicImplementation

Integratesandbalancesoperationalorsalesresourcestoextendcurrentbusinesscapa-bilities,ensuringthatmarketdemandsaremetintheshortandmediumterm.

Managesalarge,complexoperatingunittopredeterminedrequirements.

Deliversspecific,measurable resultsacrossabroad,complexareathroughanetworkofdiverseresourcesandpartnersoverwhomdirectcontrolisnotexercised.

Focusesonthetranslationandapplicationofpolicyindiversealthoughusuallyrelatedareas.

TacticalImplementation

Managesdefinedresourcesto ensureachievementofclearly specifiedobjectivessuchasvolume,cost,quality,andservicetomeetscheduleandcustomerrequirements.

Deliversspecific,measurableresultsinadiscrete,definedareathroughanetworkofinternalandexternalresourcesandpartnersoverwhomdirectcontrolisnotexercised.

Focusesonthetranslationandapplicationofpolicyinaspecificfunctionalarea.

Tact

ical

St

rate

gic

Leve

ls o

f wor

k

In thinking about Potential — for what?, it is important to be clear on either the general level of work the question is aimed at or the specific type of role at that level.

19




Topleadersoflarge,complexinternationalorganizations,typicallypubliclytraded,highprofileconglomeratesthatspandiversetechnologies.



Leadsallaspectsofbusinesstogenerateresults.Typicallythehighest-levelleadershiproleinadiverseenterprisewithmultiplebusinessunits,lines,andmarkets.


StrategyFormation Focusedontheachievementofbottom-lineresultswhereglobalorbusiness-criticalobjectivesmustbeachieved.Typicallymorecomplexgeneralmanagerorsalesroles.

Developsanddeliversstrategicallyimportantprogramscriticaltotheorganization’smissionfunctionthroughcoordinationanddirectionofdiverseresourcesoverwhomdirectcontrolisnotexercised.

Focusesonthealignmentandintegrationofstrategiesforathatisacriticaldriverofbusinesssuccess.Partnersindeterminingbusinessstrategyandprovidesstrategicadvicethatsupportstheachievementofcriticalbusinessobjectives.

StrategicAlignment Focusesontheachievementofbottom-lineresultswhereproductandmarketdevelopmentsdemandsignificantchangetocurrentbusinesscapabilities.Typicallygeneralmanagerorsalesroles.

Definesanddeliversspecificandmeasurablelong-termprogramsandresultsthroughacomplexnetworkofresourcesandpartnersoverwhomdirectcontrolisnotexercised.

Focusesonthealignmentandintegrationofpolicyinastrategicallyimportantanddiversearea.Providesadviceandguidancethatsupporttheachievementofmajorbusinessobjectives.Seenasthoughtleaderinternally.


Integratesandbalancesoperationalorsalesresourcestoextendcurrentbusinesscapa-bilities,ensuringthatmarketdemandsaremetintheshortandmediumterm.

Managesalarge,complexoperatingunittopredeterminedrequirements.

Deliversspecific,measurable resultsacrossabroad,complexareathroughanetworkofdiverseresourcesandpartnersoverwhomdirectcontrolisnotexercised.

Focusesonthetranslationandapplicationofpolicyindiversealthoughusuallyrelatedareas.


Managesdefinedresourcesto ensureachievementofclearly specifiedobjectivessuchasvolume,cost,quality,andservicetomeetscheduleandcustomerrequirements.

Deliversspecific,measurableresultsinadiscrete,definedareathroughanetworkofinternalandexternalresourcesandpartnersoverwhomdirectcontrolisnotexercised.

Focusesonthetranslationandapplicationofpolicyinaspecificfunctionalarea.

Leadership Competencies



Symbolicleadership Externallyfocused HighlevelofsocialresponsibilityFocusedonbuildingtopteamandorganizationalcapabilityUniquecompetenciesrelatedtovaluesorstrategy

••••

•



IftopCEO: Highlevelofteamwork Widerangeofsophisticatedoruniquecompetenciesbasedonorganization

Otherwise: Sameaslevelbelow,plus Highlevelsofintegrity,coaching,andcustomerfocus

••

••


StrategyFormation

Competenciesfromlevel belowplusStrategicfocuswithbroader,longer-termview HigherlevelsofdevelopingothersSophisticatedinfluence strategiesbasesonin-depthunderstandingofothersandorganization’spolitics

•

•

•

•

Networksandbuilds relationships TakesastrongleadershiproleGreaterleveloforganizationcommitment;modelsloyaltyEncouragesdevelopmentandprovidesfeedback Integrity

•

•

•

•

•

[Insufficientdataduetosmall samplesizeforthisroleandlevel.]

StrategicAlignment

Competenciesfromlevel belowplusFocusesonprovidingstrongvisionaryleadership Willingtoapplyrulesflexibly

•

•

•

Seeksinformationtosupportdecisions,negotiate,andinfluenceothers Morelikelytoseekinputofothers Integrity

•

•

•

Broadandstrategicbusinessperspective(understandingtheorganizationinthemarket)Complexinfluenceskillsbasedondeepunderstandingofpeopleorganization,andbusinessHighintegrity

•

•

•


CompetenciesoflevelbelowplusDemandshighperformancefromtheteam Morelikelytoactconsistentlywithvaluesandbeliefs

••

•

Moreinitiativethanprecedinglevel Morelikelythanothercollaborativemanagerstosetchallenginggoals

•

•

ContinuestofocusadviceandserviceonthelargerorganizationContinuestomodelloyaltytotheorganization CoachesanddevelopsothersMorelikelytotakealeadershiprolethanatprecedinglevel

•

•

••


FocusesonbusinessresultsFocusesonownteam,coaching,supporting,gaininginputMorelikelytotakeonchallengesthanpeersinotherroles

••

•

DemonstratesresponsiveratherthanproactiveinitiativeDemonstratespatternrecognitionmorethaninsight

•

•

Focusesonservicetothelargerorganization Modelsloyaltytotheorganization Managessubordinatesone-ononeratherthanasateam Acceptsneedforflexibility

•

•

•

•

Tact

ical

St

rate

gic

Leve

ls o

f wor

k

The success criteria vary considerably. More information on the research behind this can be found at www.haygroup.com. These summary tables are taken from Navigating Through the New Leadership Landscape published in Leader to Leader magazine.

Africa CapeTownPretoriaSandown

Asia BangkokBeijingChennaiHongKongJakartaKualaLumpurMumbaiNewDelhiSeoulShanghaiShenzhenSingaporeTokyo

Europe AthensBarcelonaBerlinBilbaoBirminghamBratislavaBristolBrusselsBucharestBudapestDublinFrankfurtGlasgow

HelsinkiIstanbulKievLilleLisbonLondonLyonMadridManchesterMilanMoscowOsloParisPragueRomeStrasbourgStockholmViennaVilniusWarsawWindsorZeistZurich

Middle EastDubaiTelAviv

North America AtlantaBostonCalgaryCharlotteChicago

DallasEdmontonHalifaxKansasCityLosAngelesMexicoCityMontrealNewYorkMetroNorwalkOttawaPhiladelphiaReginaSanFranciscoSanJoseTorontoVancouverWashingtonDCMetro

Pacific AucklandBrisbaneCanberraMelbournePerthSydneyWellington

South America BogotaBuenosAiresCaracasLimaSantiagoSaoPaulo

For more information, please contact either:

Signe Spencert +1 617 425-4508 e [email protected]

Chris Watkint +44 (0) 20 7856 7310 e [email protected]

Hay Group is a global management consulting firm that works with leaders to transform strategy into reality. We develop talent, organise people to be more effective and motivate them to perform at their best. Our focus is on making change happen and helping people and organisations realise their potential.

We have 2000 employees working in 88 offices in 47 countries.For more information please contact your local office through www.haygroup.com.

Potential — for what? - Hay Group€¦ · Potential — for what? ... Leadership Roles Matrix 18 Leadership Competencies ... successful companies – such as GE, P&G,

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