It is very much important for any organization to identify candidates with high potentiality and can give excellent performance. This is often considered to be an important indicator related to future potentiality. According to researches conducted, around 71% high performers are found to have limited potential as they move into the next level.
For gaining better understanding about leadership effectiveness, it is important to pay close attention to the PPM (performance potential matrix). This also includes the agility concept. Studies have also raised questions pertaining to the different ways to evaluate potential of a candidate and how to develop talents through appropriate training.
Know the characteristics which contribute towards high potential
Current performance cannot be termed as a reliable measure to find out future potential. It is for this reason, organizations have begun to evaluate learning agility concept as an alternative. It is indeed a vital predictor of long term ability. It is linked with the ability towards learning from experience and exposure and is central towards what develops and makes expert leaders. Research conducted on Cognitive Flexibility supports the model involving the following:
- Response speed including adaptation effectiveness with response to change.
- Knowledge and skill transfer beyond initial learning situation.
- Capability to restructure spontaneously the individual’s knowledge with regards to radical changes in situational demands.
Corporate leadership reports have even found out that, even though there is strong current performance, due to short comings in engagement, aspiration and ability, future potential may be limited.
Aspiration, in this particular context could probably be low due to poor motivation. This will result if personal strength is not effectively used. At the same time, several factors are present that may undermine engagement motivation. This will only improve the candidate’s commitment towards the organization. For high productivity, it is necessary to have proper engagement and full motivation. But some issues present within the organization can weaken these aspects.
Know the four main agility strands
- Results (Impact) – Focus delivery, motivating others and achieving personal impact.
- Change (Ambiguity) – Ambiguity tolerance and willingness to develop and explore new opportunities.
- People (Authenticity) – Conviction and personal insights pertaining to requirements and needs.
- Mental (Cognitive) – Capability to deal with complex situations and to make the right connections.
‘Balanced Information Processing’ also supports Agility. It is regarded to be among the cornerstones of productivity and authenticity. There are more effective professionals, who also include team leaders and specialist staffs who do make allowance for own subjectivity. This is achieved by responding on time to feedback as well as applying to positive effect the received feedback. They also tend to view their role in a bigger picture context and are well aware about the performance of the others and do appreciate Role Interdependence. Agility also tends to imply drawing of personal strengths by the leaders for responding to those unexpected challenges, to persuade others and to demonstrate personal conviction.
Different types of organizations can make use of the right tools to promote learning and competency among their employees.