Training High Potentials: You Can’t Make Leaders Like You Make Sausage

best practice training
best practice training

Many corporations are not satisfied with their high potential leadership development programs. The problem for some organizations is that their approach is too linear and programmatic. You can’t make leaders the same way you make sausage.


  1. A company should not define “high potentials” too rigidly. Managers know at a gut level who many of their high potentials are, including ones who may not fit the mold.


  1. Developing high potentials should be a stand-alone program, not part of the mainstream leadership program. The C-suite needs special leaders, and prospects for the C-suite should be identified and trained differently.


  1. A high potential today should be a high potential tomorrow. If a high potential was correctly identified but is not advancing, the problem is in the development process.


  1. The high potential training process should not undermine the motivation and productivity of the rest of your workforce. If your high potential program for 3% of your workers is counterproductive to the motivation of your other 97%, that’s not smart talent management.


Developing high potentials requires more than checklists and timelines. It is about cultivating the exceptional talent of unique individuals. Those high potentials need unique and custom-made development plans.

Previous articleCEOs: Stop Wasting Time With Your Ego
Next articleBlackRock Best Practices in Multiculturalism
Louis Carter
Louis Carter is CEO and founder of Best Practice Institute, social/organizational psychologist, executive coach and author of more than 11 books on leadership and management including his newest book just released by McGraw Hill: In Great Company: How to Spark Peak Performance by Creating an Emotionally Connected Workplace. He has lectured globally in the U.S., Middle East, and Asia on his work and research in organization and leadership development and is an executive coach and advisor to CEOs and C-levels of mid-sized to Fortune 500 organizations. He was named one of Global Gurus Top Organizational Culture Gurus in the world and was chosen to be one of 100 coaches to be in the MG100 (Marshall Goldsmith) out of 14,000 people as one of the top 100 coaches in the world .