Posts Tagged ‘High Potentials’

Talent Management of High Potentials – Role Model Example

November 7, 2008

In my recent survey on High Potentials Steve Jobs (Apple) was most often named as a role model of a high performing CEO.

So when do you identify these top talents who will be your future leader of your organization?
The survey results show that most companies selcect their High Potentials when they are between 1 to 3 years with the company (50%) and 30 to 35 years old (39%).

Coming back to the role model Steve Jobs (Apple): What was he like when he was between 30 to 35 year old ?

Steve Jobs was born in the year 1955.
In 1983 Steve Jobs invited John Sculley (Pepsi Cola) to become the CEO of Apple.
When he was 29 years old (1984) his company introduced the first Apple McIntosh.
In May 1985 after an internal struggle with the CEO John Sculley Steve Jobs left Apple.
He then founded the NeXT computer company which build the most advanced computer at its time.
Yet NeXT was not a market success. The high costs of these advanced computers were unattractive to most buyers.
In 1986 he bought the computer graphics studio Pixar from Lucasfilm. He was then the
majority shareholder and CEO of Pixar.
When he was 41 years of age he returned to Apple and soon became the interim CEO.

What is said about his management style ?
He was a persuasive and a charismatic director for Apple. Yet some people also describe him as an erratic and temperamental manager with a demanding and aggressive personality. Reference: Wkipedia

What is Steve Jobs wisdom of success ?
Anticipating the future:
“There’s an old Wayne Gretzky quote that I love. ‘I skate to where the puck is going to be, not where it has been.’ And we’ve always tried to do that at Apple. Since the very very beginning. And we always will.” Reference: Wkipedia

What do those respondents say who have for Steve Jobs about derailment factors:

Most likely derailment factors:
1) Not adapting to new role
2) Inability to manage cross functional teams
3) Difficulties when presenting in front of senior management
4) Over ambitious
5) Arrogant behaviour
Compare to overall answers see the blog post: Talent Management of High Potentials – First trends below this post.

Least likely derailment factors:
1) As a female having children
1) Working less than full time
3) Not really seeing the benefit her/himself being a HIPO
4) Immobility due to family reasons
5) Risk taking
Compare to overall answers see the blog post: Talent Management of High Potentials – First trends below this post.


Talent Management of High Potentials – First Trends

October 31, 2008

Here are the first results taken from my High Potential Survey.

Some interesting findings:
86% who answered to the survey work in a company where a High Potential Pool already exists.

64 % who filled out the survey were High Potentials if they knew about it. Still 30% of the companies in this survey will not inform their employees once they are
identified. The majority of High Potentials are between 1 to 3 years with the company (50%) and
30 to 35 years old (39%) when they are selcted.

Managing this talent pool is a challenge. More than 10% of the High Potentials group will leave in the majority of cases (59%) the company. 41% of companies manage to keep the attrtion rate below 10%.
The main reason for leaving is the lack of opportunity (77%). About 12% who leave have actually failed to deliver on their status.

What are the main derailment factors ?
1. Not adapting to new role 
2. Not meeting targets
3. Not developing continuously
4. Inability to manage cross functional teams
5. Difficulties to manage teams

What are the least likely factors ?
1. As a female having children
2. Authorative Management Style
3. Not Networking outside the Company
4. Risk Taking
5. Working less than Fulltime

Only 73% who replied to the survey work under a CEO whom they judge being a High Performer.
What are there current role models ?
1. Steve Jobs, Apple (3 replies)
2. Paul Polman, Unilever (2 replies)
3- CEOs from different contintents with only one reply each
One astonishing reply was Southwest Airlines. Here a whole organisation instead of a CEO was mentioned as a role model of High Performance.

This was now a quick summary of the first trends that came out of the survey. Further results could be analyzed by looking at the number of employees in the company or the span of control of a supervisor in a company and how this will impact the derailment factors of High Potentials or on the attrition rate of these talents. Also it would be interesting to see where the difference is between Southwest Airlines and survey results related to Steve Jobs or Paul Polmann or Anand Mahindra, Mahindra & Mahindra for example.

So far I had 44 replies. To get a better picture I would encourage you to either fill out the survey or send it to other interested people. Thank you.

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