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Turning Potential Into Success 1

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Szepesi Sándor
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69 views8 pages

Turning Potential Into Success 1

Uploaded by

Szepesi Sándor
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We take content rights seriously. If you suspect this is your content, claim it here.
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| BY CLAUDIO FERNANDEZ-ARAOZ, ANDREW ROSCOE, AND KENTARO ARAMAKI Organizations around the world are failing on one | key metric of success: leadership development. According to research from the Corporate Executive Board (CEB), 66% of companies invest in programs that aim to identify high-potential employees and help Be them advance, but only 24% of senior executives at those firms consider the programs to be a success. A mere 13% have confidence in the rising leaders at their firms, down from an already-low 17% just three years ago. And at the world’s largest corporations—which each employ thousands of executives—a full 30% of new CEOs are hired from the outside. NOVEMBER-DECEMBER 2077 HARVARD BUSINESS REVIEW 87 FEATURE TURNING POTENTIAL INTO SUCCESS BREF — “THE PROBLEN Corporate leadership development programe avert working, Less than A quarter of encutives at ‘he organizations that havo ‘hem think theyre efetve. THE RUALYSIS ‘valuations of managers at thousands of eorpoations sggoet that 72% have what ‘ttakes to grow into Cauiee roles How ean wr bridge the {ap between this raw talon fd executive sucoaee? THE SoUTION 8 fllening four steps: + Determine the most Impartantcompetencios foreadership roles in your organizason. + Assess erployees potently oking tthe fv pradicars assorsated wit aucess— rotation, curiosity. inde engage and + Map poopl' potato the competencies required inverious aes + Give emerging lenders the ‘opportunities, coaching and support they need to-strengehen the eriteal competences. The problem isn'ta lack of internal talent, At Egon ‘Zehnder we've been measuring executive potential for more than 30 years, and we've identified the pre- dictors that correlate strongly with competence at the top. The firstis the right motivation. This generally -meansa fierce commitment to excel in the pursuit of big, collective goals but, toa gieat extent, is contex- ‘tual. For example, the leaders ofa large charity and of ‘an investment bank will need different kinds of mo- tivation. This predictor car’ easily be rated or com- pared meaningfully across individuals, However, the other predictors—curiosity, insight, engagement, and

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