How to identify High Potentials and Low Performers

The Morgan Phillips guide discusses the importance of understanding performance in today's teams. It emphasizes the shift towards non-financial indicators such as sustainability, employee engagement, diversity, and customer satisfaction. The guide also provides a checklist for identifying low performers, highlighting the need to consider factors beyond lack of effort. To identify high potential employees, the guide suggests looking for traits like leadership qualities, adaptability, and strategic thinking. It recommends using psychometric tests and 360-degree feedback for a more objective assessment. The guide also discusses strategies for developing high potential individuals, including targeted training, mentoring, and creating a culture of feedback. It emphasizes the importance of a growth mindset and creating an environment that encourages learning and personal growth. you know, when you're building a team, like it's not just about finding those naturally gifted people, right? It's about understanding what performance even means these days. And that's what really caught my eye in this Morgan Phillips guide, how to identify high potential employees and low performers. Like the old playbook is getting an update. Absolutely, they make a big point about how hitting those classic financial targets, though it's gonna be crucial, things are shifting. They're really emphasizing now the growing importance of all those non-financial indicators. Interesting. Sustainability, employee engagement, even diversity and customer satisfaction, those become key performance indicators. It's true, it's like how can you expect employees to be super engaged if the company itself isn't firing on all cylinders in those other areas, right? Yeah, precisely. This guide is saying like a company's values and its overall health, those are inseparable from individual performance now. That's fascinating. Now, this guide, it doesn't shy away from like the tougher side of talent management either. Yeah. What resonated with you about their take on like the low performers? Well, they give this like really practical checklist I think a lot of managers could like benefit from. Okay. And you've got your usual suspects, right? Yeah. Consistently missed targets, work that's consistently subpar, a lack of initiative, but it's framed less as blame and more as like, here are symptoms to pay attention to. Oh, interesting. Because sometimes those symptoms, they point to things beyond someone's control. Okay, so it's not always a lack of trying, sometimes it's a lack of support or the wrong fit for their skills. Exactly. The guide highlights factors that might be contributing to that low performance. Maybe there's a skill gap that needs to be addressed or personal issues are impacting their work or maybe they're just not in the right role to thrive. That makes sense. It emphasizes really understanding the context. And that's where their strategies for identification come into play, right? Right. Using performance reviews, one-on-one interviews, even just observing how someone works within a team to get a better understanding of what's really going on. It's all about getting a full picture before you go making assumptions. Yeah. Now on the flip side, right? You got those employees who just seem to like light up the room. Those high potential individuals. And this guide, it really dedicates a significant portion to understanding what makes them tick. Okay, I'm all ears. Because we all kind of have a sense of what high potential means. Yeah. But they get surprisingly specific. They do. What are some of those key traits that really set these individuals apart? Well, consistently exceeding expectations. That's kind of a given. Sure. But it goes beyond just checking the boxes, hitting the targets, right? Yeah. It's leadership qualities, the ability to adapt and learn quickly, a knack for strategic thinking. These are the folks that really see that bigger picture. It's like they're not just along for the ride, they're helping to steer the ship. Right. And I'm guessing that's not something you always find on a resume. Exactly. So how do you actually identify these future leaders? Is it gut feeling? I mean, intuition can play a role. Sure. This guide emphasizes a more objective approach. They suggest incorporating things like psychometric tests. Okay. To really understand someone's strengths, weaknesses, working styles. Okay. Along with 360 degree feedback to get that really well-rounded perspective. I know, psychometric tests. That always makes me think of those personality quizzes you see online. Yeah. Are we talking about something similar? Not quite. Okay. We're talking about tools that are specifically designed for professional settings. Think of it as a way to understand someone's cognitive abilities, their personality traits, even their preferred work style. It's really about using data to make more informed talent decisions. I can see how that'd be helpful for both the employee and the employer. Right. No more just throwing someone into a role and hoping for the best. Right. You're setting them up for success from the start. Exactly. But once you've identified these high potential individuals, how do you go beyond just acknowledging that potential? How do you actually cultivate it? Well, that's where development comes in. Okay. And this guide, it gets into the nitty gritty of what it takes to help these individuals truly flourish. Okay. And it's not a one-size-fits-all approach either, which I appreciate. It's about recognizing that everyone's got their own path, right? Yeah. What really spoke to you as far as those development strategies go? They highlight a few key areas. One that I thought was really interesting was targeted training. Okay. And we're not just talking about those generic company-wide workshops. Yeah, right. That everybody kind of dreads. Like you're amazing at coding, but you need some help with this new project management software to lead a team. Exactly. It's about pinpointing those really specific skills that would help someone excel in their current role or even prepare them for future opportunities. Yeah. That training could take a lot of different forms. You know, online courses, mentorship programs, even shadowing someone in a different department. It's like a much more personalized approach. Exactly. Which I love. And speaking of personalized, they also touch on mentoring. Yeah. Which can be such a game-changer. Oh, absolutely. Having that mentor, someone who's been there, done that. Right. Can be so valuable for those high-potential employees. Yeah. Who are just trying to navigate those next steps in their career. Right, totally. It's guidance, it's sharing experience. It's just offering a sounding board for ideas. It's like having that trusted advisor in your corner. Right. But it's not just about, you know, the mentor dropping those wisdom bombs and then disappearing. Right. There's gotta be that consistent communication, that back and forth. Exactly, and it goes both ways, too. Okay. This guide really stresses how important it is to create a culture of feedback. Yeah. Where it's not a once-a-year event, but it's an ongoing dialogue. Right. You need to have those regular check-ins, both formal and informal. Yeah, like how are things going with that new training program? Exactly. What challenges are you facing? Anything I can do to support you. It's about fostering that really open communication. Yeah. Where employees feel comfortable speaking up, asking those questions. Right. Even admitting when they might be struggling with something. Because everyone needs a little help sometimes. Oh, absolutely. Even those high-potential individuals. Of course, yeah. This guide really emphasizes it's okay to not have all the answers. Yeah. It's okay to seek guidance, and you should view those setbacks as learning opportunities. I love that. It's refreshing to hear that, honestly. Now, earlier we were talking about 360-degree feedback. Yeah. Which can be a bit of a hot topic. Right. Some people, they love it. Some people, they dread it. Right, right. What's the guide's take on it? So they present it as a very valuable tool, but they do acknowledge that it needs to be implemented really thoughtfully. Sure. When it's done well, 360-degree feedback can provide a much more well-rounded view of someone's strengths, their areas for growth, especially for those in leadership positions. That makes sense. You're getting feedback not just from your boss, but from your peers, the people you manage. Exactly. It paints a more complete picture. Exactly, and it can really help to identify those blind spots that we all have. But again, the key is making sure it's done constructively. Right. And it's focused on development, not criticism. Anonymity, clear guidelines, all of that. All crucial. To make it a positive experience. Absolutely. Now, beyond the training, beyond the mentoring, they also talk about giving high-potential employees challenging assignments. Okay. Opportunities for them to really stretch their wings and test their skills in a real-world setting. Because sometimes you need to get thrown in the deep end, a little bit, to discover what you're truly capable of. Exactly, and it's not about setting them up to fail. Right. It's about giving them the support, the guidance they need to take on those bigger responsibilities, to really prove themselves. It's like that saying, what doesn't challenge you doesn't change you. I love that, and it reminds me, actually, of something else they emphasize. Yeah. The idea of fostering a growth mindset. Yes. This idea that potential isn't fixed, right? Right. That we can all continue to learn and evolve throughout our careers. I think that's such a fantastic point. Yeah. And it's a message that really seems to resonate with people today. Yeah. They wanna know that they have those opportunities to learn those new skills, to take on those new challenges. Right. And ultimately, to grow with the company. Yeah, it's about creating that environment where that growth is encouraged and rewarded. Yes. Rather than feared or stifled in some way. Absolutely. It's almost like you can lead a horse to water, right? Right. You can give them all the resources, all the opportunities. Yeah. But they have to wanna take it. They have to be open to it. Exactly. Yeah. But creating that culture of growth, though. Yeah. That's something companies have a lot of influence over. Right? Huge, yeah. How do you actually make that happen? Well, and that's what this guide really stresses, is that fostering that growth mindset within an organization, it's crucial. Yeah. It's about encouraging your employees at all levels. Right. To embrace those challenges. To look at setbacks as opportunities to learn. Right. And just to always be open to improving. Yeah, it's like you're creating that space. Yeah. Where it's okay to experiment, maybe stumble a little bit. Yeah. But ultimately, you're coming out, you know. Stronger. Yeah. Stronger and more knowledgeable. Absolutely. And that goes back to what we were talking about. Right. With the open communication and that feedback. Right. When you have that trust, it makes it so much easier for people. Yeah. To take those risks. To ask for that help. Right. And really own that development. Because nobody wants to feel like they're, you know. Walking on eggshells. Walking on eggshells, yeah, exactly. Right. Or like admitting a mistake is gonna totally derail their career. Yeah, you don't want people to be afraid to, you know. Right, exactly. Admit that they need help. Exactly. And that's what I like about this guide, is it really encourages that more supportive, collaborative approach to talent management. Yeah. Where those managers, they act more like coaches. Okay. Helping those team members figure out their strengths, how to work through those weaknesses. Right. To reach their full potential. It's a real shift from that old school mentality of like, I'm the boss. You're the employee. Talk down, yeah. Instead it's like, we're in this together. Yes. Let's figure this out. Exactly, and when you have that kind of environment, it's not just the employee who wins, right? No, the whole organization benefits. The whole organization, everybody wins. You get people who are more engaged, they're more productive. Right. And that ultimately just leads to a more successful company. It really is that win-win for everyone. Yeah. This has been honestly so insightful. It's a great guide. It feels like we've gone way beyond just identifying high potential employees or whatever. Like we've uncovered this whole new. It's a framework, yeah. Framework, there it is, thank you. Thinking about talent. Exactly, managing talent in general. Absolutely. It's not just about spotting those rising stars, right? It's about setting everybody up for success. It's about creating a culture. Yeah. Where everyone feels like they can grow. Yeah, and that their values, that they matter. So important, and I think that's such a powerful message. End on, as we kind of, you know. As we wrap up here. Wrap up, exactly. Yes. So, you know, as you continue to navigate the like always changing world of talent. Right, ever evolving. Remember, it's about more than just finding those people who are like, you know, born with it. Born with it, yeah. It's about creating an environment where everyone feels inspired to learn, to grow. To be their best selves. And become those best versions of themselves. Absolutely. Until next time, keep diving deep.