Most organizations have a process for the identification and development of "high potentials", those high flying, rock star, future leaders of the organization.
One of the most frequent questions I get when I work with a leadership team on succession planning and leadership development is around notification. "Do we tell them, and if so, how do we tell them?"
Most of the guidelines I've read on this topic are rather theoretical and dry, and not specific enough for the average manager to implement.
I thought it might be helpful to use the current Bud Light "Not Too Light, Not Too Heavy" beer commercial as a metaphor, along with handy word tracks to illustrate three common notification methods and the associated consequences of each. (That's what happens from watching too much football over the holiday break.)
These scenarios are based on my own real-world experience - having been at various times a high potential, having managed high potentials, and from managing high potential programs at different organizations. The names have been changed to protect the innocent.
Manager: "Pam, I've got a new opportunity for you. I'd like you to lead the new branding task force, in addition to your regular responsibilities. While you're at it, how about if you start having regular meetings with old Charlie, our VP of Marketing? I'll bet you two would have a lot of interesting things to talk about."
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