Effectively managing high-potential talent

Hello and welcome to our fortnightly update of all the latest articles on leadership and high-performance teams.

How you engage and develop high-potential employees (otherwise known as HiPos) is one of the biggest drivers of long-term business success. In this newsletter I’ve included some selected articles focusing on strategically managing high-potential employees to keep your top-quality talent.

What’s your top tip for engaging high-potential employees? You can contact me with any comments or questions by replying to this email.

Kind regards,

The two types of high-potential talent
Many companies tend to see and promote only one type of high-potential talent, when in fact they need two. Every successful business needs both high-potential producers and high-potential performers. (Strategy + Business)

The age of infidel talent
The career aspirations of high potential Gen Y employees are dynamic and aggressive. They are not loyalty obsessed, especially if that loyalty comes at the cost of self-development. (People Matters)

Why it’s so important that team members believe they’re on the same page
One of the most important characteristics of successful teams is that members believe in their collective potential. New research suggests that team members feel stronger when team members believe that they are on the same page. (Research Digest)

Why leaders need to ask, “Is that a promise?”
Managers increasingly rely on others to take initiative and be accountable. Negotiating clear, strong commitments with your team is a powerful tool for mobilising teamwork and execution. (Strategy + Business)

First know yourself, then your team
To be truly effective, a leader must know what kind of people they have on their team. The first step is to understand the unconscious motivations of people around you. (INSEAD)

Create a culture where difficult conversations aren’t so hard
Many companies and teams find it difficult to tackle the elephant in the room. This article lists three important behaviours that you must encourage to develop an honest feedback loop. (Harvard Business Review)

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