Predicting potential is a high-stake game. The fallout from promoting someone wrongly can be disastrous, both for the individual and the company. So, how do you choose the right person? Some organisations think of potential in terms of immediate performance in the next role, while others see it as a talent, long-term quality that needs to be nurtured to provide leadership in the future.
Whether organisations are assessing short-term suitability or long-term potential, there are three questions that must be asked:
Are they ready?
Does the person have the hard skills, knowledge and experience required for the role into which they will be moved? Developed through education, training and career experience, readiness is necessary for achieving effective performance.
Are they willing?
Does the person want to rise in the organisation? Can the organisation adapt to the person’s needs? Given the ever-increasing pace of corporate life and rising standards of living, people are increasingly choosing to balance their work and life, rather than single-mindedly pursue careers.
Are they able?
Does the person possess the ‘soft’ characteristics, the underlying personal traits required by the specific role or organisation? Some of these are the inherent qualities of the individual, while others can be developed through career experience and coaching. It is these deeper, more personal factors (also known as competencies) that provide the foundation for performance at a superior level.
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