It is crucial for organizations of all types to identify highly performing people. Current performance is regarded to be a vital indicator with regards to future potential studies conducted have identified that limited potential is possessed by around 71% of the high performers at next level.
For gaining better understanding pertaining to Leadership Effectiveness, it becomes necessary to check in details the learning agility concepts and performance potential matrix. Studies have found out that far reaching questions are being identified concerning the best way to evaluate potential and the manner in which talent can be developed via proper training.
Characteristics that contribute towards high potential
Current Performance is found not to be a reliable measure to future potential. The alternative here is to assess agility learning that is presently being followed by several organizations, regarded to be an essential predictor of long term ability. It is linked with the capability to derive knowledge from experience which is central towards what creates and makes expert leaders. This model is being supported by Cognitive Flexibility research that involves the following:
- Capability to restructure spontaneously one’s knowledge responding to those radically changing circumstantial demands.
- Knowledge transfer and skills that are beyond initial learning situation as well as
- Response speed and adaptation effectiveness with regards to change.
It is found that even though present performance is strong, there can be experienced limited future potential due to short comings noticed in Engagement, Aspiration and Ability.
Taking into consideration this context, Aspiration could possibly be low due to poor motivation that could result if personal strengths are found to be used ineffectively. It is also understood that various factors might undermine Engagement, thus reducing commitment towards the organization. Hence, both engagement and motivation are found to be crucial towards increasing productivity. It could be weakened due to various types of issues that might take place or exist in the organization. But agility learning concept does offer separate reference point which is relevant specifically while evaluating agility as well as profiling the high potential attributes.
Major agility learning strands
The four major aspects have been identified and given below:
- People (Authenticity): Conviction and personal insights about requirements and needs.
- Mental (Cognitive): Capability to make proper connections as well as deal with complexity.
- Results (Impact): To delivery focus, to achieve personal impact including motivation of others.
- Change (Ambiguity): Ambiguity tolerance and willingness to develop and explore opportunities.
It is balanced information processing that tends to support Agility learning. It is also termed to be among one of main cornerstones of Authenticity. The more effective and result oriented professionals which includes team leaders and specialist staffs do make allowance for own subjectivity and this is achieved by being responsive towards feedback. They also apply the feedback received positively to get the best results. They also view their role in the bigger picture context, but with great awareness of the performance of others, including Role Interdependence appreciation. Agility Learning also implies personal strengths are drawn by leaders that are necessary to respond towards unexpected challenges, to persuade others and to display personal conviction.