How can a person who seems so qualified for a position fail miserably in
it? How can someone who clearly lacks relevant skills and experience
succeed? The answer is potential, the ability to adapt and grow into
increasingly complex roles and environments. For the past several
decades, organizations have based their hiring decisions on
competencies. But we have entered a new era of talent spotting.
Geopolitics, business, industries, and jobs are changing so rapidly that
it's impossible to predict the capabilities employees and leaders will
need even a few years out. The question now is not whether people have
the right skills; it's whether they have the potential to learn new
ones. Research points to five markers of potential: a strong motivation
to excel in the pursuit of challenging goals combined with the humility
to put the group ahead of individual needs; an insatiable curiosity to
explore new ideas and avenues; keen insight into connections that others
don't see; a strong engagement with work and people; and the
determination to overcome obstacles. Once organizations have hired true
high potentials--a challenge, given the increasing scarcity of senior
talent--and identified the ones they already have, it's crucial to focus
on retaining them and on helping them live up to their potential by
offering development opportunities that push them out of their comfort
zones.