High Potential

Building Your Future Talent Pipeline

At The Talent Enterprise, we define high potential leaders as those who have the capacity, mindset and drive to exponentially contribute to the success of their organisation.

They are ‘force multipliers’ raising the bar for others and particularly for their direct reports and teams.

Only 4 of every 10 high performers are also high potential.

Separating Fact from Fiction.

Some Truths and Myths About High Potentials

Past performance is not always an indicator of future potential.

Research by The Talent Enterprise establishes that only 4 of every 10 high performers are also high potential.

Hence, organisation’s should refrain from using performance ratings or manager recommendations as part of any talent identification process.

Conversations around ready now, ready in 1-2 years may not be the best talent strategy.

While high potential talent may be driven to advance their own career, they always put the needs of the organisation’s before their own.

An overemphasis on their individual readiness and career growth without clarity on how they would achieve organisational growth is inconsistent and incomplete.

Most people focussed organisation’s should already know who their Hi-Po’s are.

Organisation’s with robust people and talent processes should already know who their current high potentials are. Your current high potentials will be vocal and visible.

The key objective of any good high potential program is to identify the “Shy-Po’s” – those hidden and under-represented pools of talent who may be less visible.

Define Your Purpose.

Clearly Articulate the Objectives and Outcomes from Any Talent Identification Process


Capable of being but not yet in existence, latent, having possibility, capability

The very definition of potential helps us appreciate that assessing human behaviour is complex, especially when we are seeking to identify future talent.

It requires a multi-faceted approach to identifying potential. It is absolutely critical to ensure that the assessment criteria and program objectives are clearly articulated before starting any talent assessment project.

The Four Critical Dimensions of Assessing High Potentials.

Based on research by The Talent Enterprise, assessment of future potential is complex and multi-faceted, and requires a multi-modal approach to ensure that the process is objective, robust and future-proofed.

The Talent Enterprise’s proprietary approach to assessing high potential talent includes four crucial dimensions.

High potential talent demonstrate cognitive ability and learning agility to meet future business demands and lead growth acceleration in a high complexity, high volatility environment.

High potential talent need to develop themselves, with a willingness to make career compromises and career decisions which are in the best interest of the organisation.

High potential talent need to consistently role model the right values and behaviours which positively shape organisational culture and raise the bar for others.

High potential talent need to demonstrate long term commitment to the organisation and create a shared vision amongst others.

Representative Tools Used in Assessing High Potentials.

Tools may vary based on level of seniority, project purpose as well as client requirements.


AGILE Level 1, AGILE Level 2 or Hogan Business Reasoning Inventory Cognitive ability and learning agility such as numerical fluency, reasoning, data interpretation etc.


The Thriving Index® Critical behaviours, strengths and personality across 34 factors mapped to your competencies


The Alignment Perspective Index® Individual commitment to the organisation across 7 dimensions


The Work Perspective Index® Understanding career history, future career aspirations and work motivation across 10 dimensions


Virtual Learning Centres Immersive Virtual Learning Centres to assess overall potential using work simulations, situational judgment tests, case studies, role plays and in-depth interviews

Our Research on Critical Strengths and Behaviours Demonstrated by High Potential Leaders.

Analysing data of over 18,000 managers and leaders, representing a workforce of over 284,000 employees,
The Talent Enterprise has identified critical individual behaviours strengths, and attributes that predict high potential leaders and high performing teams.


higher levels of Accountability than others.


greater Resilience in dealing with setbacks and challenges.


higher Efficacy and a Sense of Agency to get things done.

High Potential
Leaders Step Up.

High Potential Leaders Focus On Others.

High Potential Leaders Are Resilient.

High Potential Leaders Are Purpose Driven.

High Potential Leaders Are Committed.

Client References.