Ryan Tee’s Post

Expertise and character. We can overvalue experience, especially in terms of time in a role. Potential, when considered, should be with consideration of expertise and character.—

The performance level of individual contributors is measured largely through their ability, likability, and drive. #Leadership, by contrast, demands a broader range of character traits, including high levels of #integrity. Second, can you really trust this candidate’s individual performance measures? The number one indicator of performance in most companies is a single subjective rating by a direct manager. This makes measures of #performance vulnerable to bias. Finally, are you looking forward or backward? The secret to selecting great leaders is to predict the future, not to reward the past. That’s why you should promote #high-potential people, not just top performers

“The next time you are filling a leadership role, ask yourself three questions: First, does the candidate have the skills to be a high-performing contributor or the skills to be an effective leader? The performance level of individual contributors is measured largely through their ability, likability, and drive. Leadership, by contrast, demands a broader range of character traits, including high levels of integrity. Second, can you really trust this candidate’s individual performance measures? The number one indicator of performance in most companies is a single subjective rating by a direct manager. This makes measures of performance vulnerable to bias. Finally, are you looking forward or backward? The secret to selecting great leaders is to predict the future, not to reward the past. That’s why you should promote high-potential people, not just top performers.”

A great perspective. I think higher education needs a little bit more of this. Thanks for sharing Telly McGaha! “The next time you are filling a leadership role, ask yourself three questions: First, does the candidate have the skills to be a high-performing contributor or the skills to be an effective leader? The performance level of individual contributors is measured largely through their ability, likability, and drive. Leadership, by contrast, demands a broader range of character traits, including high levels of integrity. Second, can you really trust this candidate’s individual performance measures? The number one indicator of performance in most companies is a single subjective rating by a direct manager. This makes measures of performance vulnerable to bias. Finally, are you looking forward or backward? The secret to selecting great leaders is to predict the future, not to reward the past. That’s why you should promote high-potential people, not just top performers.”

Insightful article for all of us in HR involved in succession planning. Three good questions to ask and how considering potential is different than performance. What do you think?

Move beyond promoting employees with the most competence and toward promoting those who can get you where you need to go.

Sharing insights on leadership development from an article reflecting on The Peter Principle's timeless wisdom. It's crucial for organizations to assess beyond past performance when selecting leaders. Women, from my perspective, especially, must break out of comfort zones and embrace leadership roles, not waiting to tick every box to apply for a position. Let's prioritize potential and adaptability over mere competence to drive innovation and growth. #LeadershipDevelopment #FutureofWork #WomenInLeadership

Promoting high-potential individuals over top performers is crucial because leadership requires a broader range of traits, including integrity, beyond mere competence. High-potential people are seen as those who can predict and navigate the future effectively, not just those who have excelled in the past. This forward-looking approach is key to selecting great leaders. The performance level of individual contributors is measured largely through their ability, likability, and drive. Leadership, by contrast, demands a broader range of character traits, including high levels of integrity. Second, can you really trust this candidate’s individual performance measures? The number one indicator of performance in most companies is a single subjective rating by a direct manager. This makes measures of performance vulnerable to bias. Finally, are you looking forward or backward? The secret to selecting great leaders is to predict the future, not to reward the past. That’s why you should promote high-potential people, not just top performers. #unitedseniorassociation #usa #hss #oig #cms #eldercare #seniorhealth #hssoig #fda #RPM #healthcare #HHSOIG #healthcareoversight #nursinghomes #healthcarefraud #medicaid #medicare #seniorcitizen #healthpolicy #ADA #community #patientcare #safety #compliance #kloekorby