I’ve noticed that “high potential” labels often follow visibility more than actual performance. Those who speak up get noticed, while others quietly deliver without recognition.
How do you define potential in your organization?

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I have noticed the same. Visibility often gets mistaken for potential. I think real potential shows in consistency and impact, not just who speaks the most.

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It’s a good point that companies often aren’t objective or rigorous on thinking through potential. I suggest you check our our research on this. Essentially we define it through 4 major characteristics: cognitive quotient, drive quotient, emotional quotient, and agility/growth.

https://hbr.org/2022/05/how-to-spot-and-develop-high-potential-talent-in-your-organization

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The amazing task executor doesn’t get promoted to senior roles. They get more work and slight bump in pay to keep them happy and working. You need to be a voice in the room, have a position on issues, and speak into those issues with actionable items at the higher level. They are looking for leader to lead the doers.

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I see a mix, there are some truly talented professionals who get to elevate by advocating for themselves and making their work seen - they are competent.

Other’s brown-nose their way up the ladder, but typically follow poor managers who want “yes-people” or through favouritism. This is more about politics, optics and not rocking the boat.

The problem is.. this higher up you go, the less they’re looking for boat-rockers and truth seekers but they want people who are willing to follow the lead and play the politics game (not even org, but most).

Leadership culture will dictate who rises and who doesn’t. This is a much bigger deciding factor of potential than true accomplishments or potential.

I guess potential depends on the performance directly

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