Almost all organizations hope to spot their talents early, to develop their future leaders. Much is written about how to make high-potential development successful, as the return on investment of such programs is questionable.
But what about the risk of successfully developing high-potentials?
I’ve seen more failures than successes with high-potential development programs. Everyone is happy when they find that rare jewel: highly intelligent, extremely driven, excellent social skills, strong focus, highly adaptive to changes, charges into difficult situations head-on. The one that sees opportunities where others don’t, is not afraid to go out of her comfort zone where others safely stay within, excitedly takes on new challenges and acquires new skills along the way.
The one person that made me realize high-potentials can be high risk, was exactly like that. The organization happily provided him with challenging assignments and new opportunities, rotating him through jobs every one or two years. Very quick, but necessary when you’re grooming a CEO for a big multinational. You want them to move up ranks quickly enough to reach CEO level somewhere before they’re sixty.
This suited the high-potential as well. His desire to be challenged was met through assignments in different types of jobs, quick career moves through several management layers, working out of several locations.
After time, a tricky pattern emerged. Even if such a high-potential didn’t start out as adrenaline junkie, ten or fifteen years of quick career moves and constant new challenges effectively made him one. He needed challenges, bigger ones every time, with little time in between. He didn’t merely survive well under pressure, but needed stressful circumstances to be at his best. He actively was seeking exciting experiences.
For a long time, the organization could provide that through new career moves. But once the high-potential-turned-top-manager reached the highest ranks, the promotion speed inevitably slowed down. With only two or three steps to go to the top job, positions weren’t always available when he was ready for it. Besides, (boards of) organizations prefer people to stay for a few years in the more senior jobs to build substance.
By now, this person was wired to get a quick succession of adrenaline rushes through new challenges. After two years in a new role, he got bored and created challenges himself. For example by shaking up the organization by designing a reorganization for which there was no clear need. By seeking changes in his private life. By exploring several risky behaviors, in his quest for new challenges.
At this point, the revered high-potential became a liability. Top management is now faced with a dilemma: he can undoubtedly do the top job, but will he bring himself, and the company, down? Or will he be able to curb his adrenaline seeking behavior and bring the company to new heights?
It will be interesting to see what happens. I sincerely hope he makes it to the top job, as he’s probably the best, most intelligent and likeable leader I’ve witnessed up close. But I also fiercely hope he has at least one or two people around him who are aware of the risk, and will actively work with him to ensure he doesn’t venture onto unnecessary risky paths.