You can’t afford to lose top level executives. You can’t afford to lose mid-level high potentials, either. If you’re investing in leadership development for your high potentials, you don’t want that investment to be wasted.
The risks of derailment
Korn Ferry has recently published a report titled: “Detecting derailers: Recognize the warning signs before high-potential leaders or new hires go off track.” It includes this stunning line.
“More than a quarter of leaders who were rated by their bosses as having high potential also were seen to have high risk of career derailment.”
The report has some good ideas about specific tactics. It’s worth reading, but I think there are other things you should do as well.
Look for patterns
Dig into the reasons your high potentials leave. Are there any common patterns? Review their assignments, evaluations, and their career paths. Look for two things.
Is there evidence that you might be the problem?
Sometimes a boss or certain assignments or company policies contribute to the reasons why a person you wanted to keep headed for the door.
Culture and values
If a man or woman doesn’t share the values of your corporate culture, you will both be better off if that person leaves. Try to identify mismatches early.
Develop leaders for the next two levels
Many newly promoted leaders find themselves adrift confronting new challenges. Help them prepare for the next two levels. Minimize surprises.
Watch for signs of burnout
Many young leaders simply push too hard. Help them develop some balance so they can enjoy the career success they’re working so hard for.
