Breakfast Club
Philadelphia: The Next Frontier for Learning and Development
Mar 18, 2010 07:30 am
Four Seasons Philadelphia
Philadelphia, Pennsylvania
Webinars
Improving Emotional Intelligence Through Behavioral Style
Mar 18, 2010
CLO Symposiums
The Networked Organization: Leading Learning in the New Economy
Apr 12, 2010 - Apr 14, 2010
Boca Raton Resort & Club
Boca Raton, Florida
Industry News
PDI Pulse on Leaders Study Shows 27 Percent of Boss-Rated High Potentials Also Have a High Risk of Derailment
Print this Article Email this Article
Minneapolis — Nov. 30
A recent Pulse on Leaders study by Personnel Decisions International (PDI) shows that 27 percent of leaders rated by their bosses as having high potential were also seen by the same bosses as having a high risk of derailment — a risk of being demoted, fired or performing below the level of expected achievement. Typically, high-potential leaders who are likely to derail are smart, driven and accustomed to pushing through obstacles to meet ambitious goals. But this same hard-driving, risk-embracing style that gets leaders noticed can also cause them to experience problems with their colleagues.
“High-performing individuals are used to success but often don’t take the time to consider how it is achieved or how their actions impact others,” said PDI’s David Peterson, Ph.D., senior vice president, executive coaching services. “They assume that what they are doing today to produce results will continue to serve them well going forward, without realizing that they are failing to build the strong relationships and loyalty that will actually enhance their chances for long-term success. Coaching is one of the best ways to make sure they learn what they need to deliver results long term as well as short term.”
For the study, PDI took a sample of 510 midlevel leaders who completed a battery of assessments and performance evaluations and had their bosses rate them on their advancement potential and their career derailment risk. Of those, 109 were identified by their bosses as “high potentials” capable of achieving senior executive or CEO status. Bosses also identified approximately one in four of this group as a high risk for derailment — indicating a strong likelihood that observed potential would not be met.
“Our recommendation to organizations is to not wait for a problem to arise in this high-potential subset,” said Peterson. “An accurate understanding of a leader’s strengths and weaknesses early on provides development plans for those talented, high-potential performers who need the right development, coaching and experience to avoid future derailment.”
According to PDI, while boss rankings are one important indicator, there are more objective ways to identify high-potential talent and the skills these people need to best serve organizational objectives. “Many factors determine high potential that are not always considered, including motivations, work style and experience with the specific challenges that teach the most critical lessons. Increasingly, organizations are going beyond boss ratings and are using more robust tools to objectively understand their top talent,” said Peterson.
“Some organizations look only at competencies and performance to identify potential, but other measures are even better predictors of potential. These measures include how an individual works with colleagues to achieve results,” continued Peterson. “PDI helps organizations understand that high-potential identification and development go hand in hand to create leaders that will drive organizational success.”
For more info: http://www.personneldecisions.com
Executive Search
ESI International Director, eContent Strategy
01/14/2010
The Director, eContent Strategy is responsible for providing ESI’s executive team with strategic-level direction to implement alternative blended learning delivery formats to our worldwide client base.
Senior Manager, Global Learning & Talent Development
11/19/2009
Deloitte Touche Tohmatsu (DTT) is an organization of member firms devoted to excellence in providing professional services and advice. We are focused on client service through a global strategy executed locally in nearly 150 countries.
Director, Leadership & Organizational Development Parkland Health & Hospital System
10/26/2009
Parkland Health & Hospital System (www.parklandhospital.com) located in Dallas, Texas has been voted one of "America's Best Hospitals" by U.S. News & World Report for 16 consecutive years and recently named one of the "Top 100 Hospitals to Work For" by Nursing Professionals Magazine.
March 2010
Five Innovative Online Courses
Make the most of e-learning
March 2010
Securing the Future
Lessons from an educational innovator
March 2010
The Right Feedback
Leverage your untapped resources
Case Study
March 2010
Health Care Learning for the Next Generation
With a collaborative, networked learning system in place, NextGen cures health care providers’ hesitancy to innovate.
Business Intelligence
March 2010
Talent Management as Survival Skill
Talent management emerged from the recession relatively unscathed, and many CLOs see it as the way up and out of the economic downturn.
Profile
March 2010
Special Delivery: Learning at UPS
Anne Schwartz delivers a workforce that is the complete package via a philosophy of experiential rotation and a strong emphasis on simulations.
ADVERTISE CONTACT US PRIVACY ABOUT
Chief Learning Officer magazine is a trademark of Mediatec Publishing Inc. All clomedia.com and Chief Learning Officer magazine content © Copyright 2009 MediaTec Publishing Inc. All Rights Reserved. It is illegal to copy, reproduce or publish any information contained on clomedia.com or in Chief Learning Officer magazine without express written permission from MediaTec Publishing Inc.