"Organizations with stronger leaders can show twice the revenue and
twice the profit growth." according to SHL Talent Measurement.

Your employees are valuable resources and assets for your organization. As such, they are one of the main determining factors for the longevity and success of your products and offerings. The best minds, developers, designers, writers artists, speakers, and strategists are already present in your current talent pool, you just have to identify and develop them. Also, it is much cheaper to develop someone who already understands the culture, landscape, and language of your company than to hire them externally. This learning path will clarify why it is essential to your success to devise successful and impactful programs to develop executive potential among employees in lower-level positions.


A common misconception when identifying high potential (HiPo) employees is to confuse high performance for high potential. Some individuals demonstrate high performance in their current position, and that is where they should stay and grow. High potential employees demonstrate "the ability to build and lead teams that can consistently outperform the competition", according to Hogan Assessments. Bersin by Deloitte describes a high potential employee as one who has "the potential, ability, and aspiration to hold successive leadership positions in an organization".


It is cheaper to develop an existing employee to their potential than to find a new hire and risk much more than lost revenue on a failed experience. Also, ensuring your HiPo employees have a clearly defined road to the top with focused development is just smart business. Henry Ford explains “the only thing worse than training your employees and having them leave is not training them and having them stay.”

Henry Ford is credited as saying, In the real world, however, limited budgets force organizations to be much more selective, which explains the growing interest in high potential (HiPo) identification. An employee’s potential sets the upper limits of his or her development range — the more potential they have, the quicker and cheaper it is to develop them.



These hidden superstars within your company can be identified by observation and more reliably, data, and they are usually noticed by their performance and personality.