Want to Learn More About High Potentials? We’ve Got You Covered.
Leading up to the launch of the Hogan High Potential Talent Report, our CEO, Tomas Chamorro-Premuzic, authored numerous articles addressing human potential and how to assess it. Writing for Harvard Business Review, Fast Company, Forbes, and others, here’s a comprehensive list of Tomas’s articles on the subject.
Summary: Despite all the talk about the war for talent, most organizations already have the supply of talent they need. The problem is, many employers are unable to either identify or engage those high-potential individuals.
Summary: Although there are no reasons to expect the fascination with strengths-based coaching to wane any time soon, organizations – and people – would be better off it did. This article outlines five reasons to be skeptical of a leadership development approach that focuses only on strengths.
Summary: It’s the job of every manager to size up their team members and evaluate their potential. That means understanding not just their current talents, but also their likelihood of developing them for higher-impact roles.
Summary: In an ideal world, your pipeline would be brimming with future high fliers, who will one day push your organization to new heights. Unfortunately, life’s rarely that kind. Here are five tips to help you find and develop your future stars.
Summary: Although the scientific study of leadership is well established, its key discoveries are unfamiliar to most people, including an alarmingly large proportion of those in charge of evaluating and selecting leaders.
Summary: It’s unsurprising that organizations devote an increasing amount of time and resources to the identification and development of future leaders. This explains the recent proliferation of interventions targeting HIPOs: the individuals who show the biggest promise for leading the organization in the future.
Summary: There are four common mistakes organizations tend to make in their HIPO programs, namely mistaking performance for potential, and emergence for effectiveness; undermining the importance of development, and ignoring the dark side of personality.
Summary: “Inborn talent” is something of an oxymoron. Nobody is born with talent, as we typically understand the term, and we all differ in our potential to develop the skills and attributes that later lead others to call us talented. So why are some people better at developing their potential than others?
Summary: We may think we know what qualities we value in those who lead us – and why – but companies and entire countries keep pushing less than stellar leaders into positions of power. How come?
Summary: Managing the tension between getting along and getting ahead is particularly important if you have leadership aspirations. Psychologist Robert Hogan defined leadership as “getting along to get ahead,” and he put forward a Darwinian framework for understanding why some people are more successful than others.
Summary: A global survey evaluating everyday perceptions of leadership across 62 countries identified “charismatic” and “inspirational” as two of the most recurrent attributes linked to leadership. Yet there’s actually little evidence that charisma helps leaders be more effective. In fact, it often has the reverse effect.
Summary: With a bit of self-awareness – understanding how you differ from others and especially what others think of you – you can turn your personality from a heavy roadblock to a killer career weapon.
Summary: Clearly, some people are both talented and hard-working, but there is often a tension between the two. Talent can make people lazy because they need to rely less on hard work to achieve the same goal. Hard work helps people compensate for lower levels of talent, which is why it’s quite helpful to be aware of one’s limitations. But how much does talent really matter?
Summary: In the corporate world, most organizations seem to have developed – involuntarily, of course – quite effective mechanisms for stopping nice employees from advancing to management positions.
Summary: The idea that science can be used to quantify our future performance is unpopular. The main reason is that it tastes of determinism and questions the strong lay conviction that we are completely free to decide our destiny, a conviction that is obviously irrational.
For more information about the Hogan High Potential Talent Report, visit hoganhipo.com.