High Potential Manager – NOT
by Lois Melbourne
There are many stories regarding best practices for identifying high potential managers. One key succession measurement is the ability of a manager to develop subordinates for bigger and better things. This talent measurement is typically done by tracking the number of subordinates who have been developed by the manager, and have moved on to enhanced career positions. This can be very hard, at times, for managers to observe and execute. They develop their team and then they lose the team members as they are moved to other areas of the company. Weak managers hide their talented employees so the subordinates can continue making the managers look good.
However, a strong manager puts the benefit of the company and the employee before herself and helps the talent shine. To identify the leaders who excel at talent development, the number tracked is usually the number of employees who have moved up or selected to rotate into another development position within the organization. This is a GREAT trend to track.
ALERT: But be careful what, and how, you measure. In talking to businesses tracking high potentials, we found a scary story when businesses chose to look only at the numbers to rank their managers. These manager rankings led to raises and, often, promotions and bonuses. Businesses scored a manager’s development ability as exceptional when looking at the history of subordinates who moved around and out of his department into other key positions.
After evaluating a number of employees whose performance appraisals suffered within the new positions, businesses found that the employees had come from a common manager. This manager scored employees overly high on their evaluations, was not good at developing the people, and the employees were moved out of his department because they begged for new positions. They actively sought out opportunities to get out from under their weak manager.
Wow. Watch what you measure. Then, after you measure your talent, make sure you seek strong anecdotal and qualitative backing of the numbers. You can’t let one number tell you to just push the button for your decision. It takes workforce analysis to really examine the numbers, and dig into the meaning of the data. It’s harder in large enterprises to make sure your talent management is not just “by the numbers” or just by the “good ol’ boy” network. You must make the investment to strike a balance. You’ll win in the long run.
Cheers,
Lois
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