There is nothing more important for the long-term success of your team, department and company than identifying your pipeline and managing your high potentials. Whether you are thinking about who to promote, how to identify your successor or how to be a better manager, this list of things to consider along with some key questions to ponder is a good place to start. Over the next seven weeks, we’ll explore 25 ways to keep your great employees engaged and help them continue to out-perform everyone else.
This week we start with leadership attention to talent.
Case 4: Only when a leader knows the talents of every team member well can they confidently and effectively delegate or assign work. Because talent corresponds to a person’s potential, when talents and aspirations are known, it allows leaders to create succession plans, opportunities and goals for their team members. When people know that there is a plan for them, and especially when it is a plan that allows them to do more of what they do best and enjoy most, they are likely to show appreciation to the leader and organization with increased productivity and engagement, and an intent to stay.
11. How will you get to know your employees’ strengths, weaknesses and aspirations?
12. When people’s aspirations do not align with their potential, what course of action will you take?
To read other blog posts including more of the “25 Questions to Ponder to Improve Your Talent Pipeline and Manage Your High,” visit
- Part 1 – Where You’re Spending Your Time
- Part 2 – Developing Your Subject-Matter Experts (SMEs)
- Part 3 – Politicians vs. Performers
- Part 4 – Leadership Attention to Talent
- Part 5 – Leadership: Do They Want It and Are They Ready?
- Part 6 – Openness to Innovation
- Part 7 – The Purpose Behind Leadership
Brent Proulx, M.S., SPHR is a Management and Leadership Consultant for Talent Plus. He is passionate about helping people and organizations become more successful at what they do through the creation, implementation and perfection of strength-based measures for selection, development and coaching.
Management and Leadership Consultant