By Anja van den Berg
In a post-pandemic world, corporate leadership needs to relook its talent-pool management strategies. Employees have more options than ever before, which means that companies need to hold on to their top talent. Yet, many businesses struggle with effectively identifying, developing and retaining high-potential talent in their organisations.
“Managers need to go beyond the obvious and reevaluate some mainstay patterns, models and ideas,” says Janko Kotze, industrial psychologist and managing director of a business consulting firm of organisation development specialists.
Kotze says that companies should start by rethinking how to spot and develop high performers.
Employers usually look to past performance to identify future leaders. “To a degree, that logic makes sense because they have already proven their worth,” Kotze explains. “But it’s also faulty thinking in a new world of work.”
Kotze advises that an employee’s history doesn’t predict how they might excel at things they haven’t done before. And what about recent graduates who must still build a track record? The past-performance model also doesn’t consider that not everybody with high potential has had equitable access to mentoring, sponsorship, development, and advancement opportunities.
Jim Intagliata, Jennifer Sturman and Steve Kincaid have developed an antidote to these concerns. They have created a model for predicting leadership potential that is not grounded in achievements but in three observable, measurable behaviours: cognitive quotient, drive quotient, and emotional quotient.
– Cognitive quotient (CQ)
Don’t confuse the CQ for IQ. IQ can be steeped in bias. The CQ measures people’s abilities to read between the lines, look around corners and anticipate the unexpected. It is not (only) about book smarts.
– Drive quotient (DQ)
The DQ focuses on how people streamline their energy to maximise personal performance and also develop their colleagues’ capabilities. They are resilient and push past their comfort zones, but they know when to call a timeout and care for their wellbeing.
– Emotional quotient (EQ)
Although emotional intelligence is not a new concept, people who measure high on EQ go beyond the basics. They engage for impact and are intentional about influencing decision-makers and negotiating outcomes. They are strong enough to be the bearers of bad news, but they also stand up for what is right.
Where do the CQ, the DQ and the EQ overlap? The answer will offer the leader clues to tap into a larger, deeper and more diverse leadership pool than they realised they had.
Organisations can build a few key steps into their talent processes to tap leadership potential earlier. Train managers on what to look out for when recruiting and screening early-career hires, conducting evaluations, managing performance, and selecting candidates for development opportunities.
Organisations can also develop ”potential profiles” as part of their performance management and talent development processes. Managers can then accelerate professional growth by assessing employees’ CQ, DQ, and EQ skills and providing coaching on developing and refining them.
Harvard Business Review: https://hbr.org/2022/05/how-to-spot-and-develop-high-potential-talent-in-your-organization
Janko Kotze: https://www.linkedin.com/posts/janko-kotz%C3%A9_rethinktheusual-thegreatmindshift-developingpeople-activity-6939483065186430976-6TY5?utm_source=linkedin_share&utm_medium=member_desktop_web