What do high-potentials look like? What do they do? What should you look for? While there are a number of evidences to consider, don’t fall into the trap of over-weighting someone’s ability to understand and apply their technical knowledge. Yes, technical competence is important, but not enough in the long run. Rather, look for those who are willing and able to quickly adapt to new roles they were promoted to. Here’s an example.

In a coaching call with a 4^th year accountant in the Partner-Pipeline program, I quickly realized I was speaking with a high-potential. We discussed how he was practicing what he learned and the success he was experiencing. In addition to developing his technical competence, he was concentrating on his professional development. He was demonstrating what a high-potential looks like.

 

There’s a reason why clients like him. He actually communicates by phone and in person, not always relying on email. His clients know him as a professional who cares enough to interact with them personally.

There’s a reason why the younger staff look to him for guidance. He delegates anytime he can, even if he only gets them for a brief time just to get something started. Younger staff enjoy learning from him.

There’s a reason why the firm has a high regard for him. He was given the opportunity to have significant client responsibilities when a manager left.

There’s a reason he enjoys his career. He’s productive, gets things done and people respond positively to his efforts.

There’s a reason he will be a significant leader in the firm. He’s assuming a leadership role now, positively influencing the morale of those around him, assuming the level of responsibility beyond his years.

Leaders, do you have some high-potentials you need to pay more attention to?

Staff, do you need to up your game to be recognized as a high-potential?