Unlocking High-Potential Talent

Claire Monroe

Hey, welcome back to The Science of Leading. I’m Claire Monroe—and yep, Edwin Carrington is here too. The calm to my chaos.So today we’re digging into something that totally tripped me up early on in my career: the difference between high performers… and high potentials.It sounds obvious—until you actually try to spot the difference. Edwin, this one feels simple… but then it really isn’t?

Edwin Carrington

Right—and that’s the trap. Most managers—honestly, most companies—tend to blur the two.High performers? They crush it in their current role. They deliver results. You know, the reliable stars.But high potential is about what someone could do. It’s future-facing. So we’re talking about adaptability, hunger to learn, willingness to take on ambiguous challenges—plus the capacity to grow beyond what they’re doing now.It’s not just about what’s visible today. It’s what’s underneath.

Claire Monroe

Oh, totally. I remember that moment clearly. I’d just wrapped a project that got a ton of praise—was feeling pretty great.But then someone else, a peer, got tapped for this “future leader” track… and I was like—wait, aren’t we both killing it here?That was the first time I realized… performance and potential aren’t the same currency.

Edwin Carrington

And you’re not alone. It’s a common blind spot.High performers keep things running—but high potentials? They push toward what's next.You’ll often spot them asking about things outside their lane. Volunteering for messy, undefined work. They’re curious, strategic, connected to the big picture.And here’s the nuance: it’s not just ambition. It’s a kind of applied curiosity. They don’t just want to climb—they want to understand. To shape what’s coming.

Claire Monroe

Okay, but… some high performers don’t want to change lanes. They’re like, laser-focused. Happy where they are.So is it fair to say we need to support those folks differently?

Edwin Carrington

Exactly. That’s the key.You don’t try to turn everyone into a future VP.High performers deserve investment to deepen their excellence—give them recognition, resources, autonomy.High potentials? You stretch them. Leadership development, mentorship, visibility across functions.But it starts by knowing who’s who.

Claire Monroe

So if you’re managing a team—watch for the people who deliver and lean into discomfort. The ones who ask the hard questions.Easier said than done… but yeah, this makes it clearer. Thanks, Edwin.

Claire Monroe

Let’s shift gears. Let’s talk programs.Because… oof, I’ve seen some HiPo programs that felt more like... I don’t know, awkward talent shows?Why do so many of these fall flat?

Edwin Carrington

Intent is good—but execution’s often stuck in the past.Traditional HiPo programs pick a small, senior group—like they’re choosing the varsity team.But data tells us that’s short-sighted.DDI’s global leadership forecast found that organizations who cast a wider net—down to first-level managers, even early-career staff—see stronger pipelines and better business outcomes.Widen the lens, and you uncover hidden talent. Talent that would’ve been missed.

Claire Monroe

It sounds like common sense—but so many companies still default to, “Let’s pick our top performers and call it a day.”And how they pick them… isn’t it usually just gut instinct?

Edwin Carrington

Unfortunately, yes. And that’s where bias creeps in.The strongest programs use structured, objective tools. Behavioral assessments. Psychometric data.They don’t just look for who’s already shiny—they look for signals of potential.And here’s the kicker: development needs to be immersive. Not just a one-time training. Think simulations, stretch assignments, real-world exposure.And ongoing coaching—not a check-the-box workshop. A relationship.

Claire Monroe

You shared a story once about a mid-sized tech company that really flipped the HiPo playbook… I thought it was interesting because they weren’t huge. Can you give our listeners a sense of what they actually changed?

Edwin Carrington

Glad you brought that up. They realized they were missing great future leaders because all their HiPo picks looked the same—already rising stars. So they broadened eligibility, used objective assessments for selection, and, critically, invested in a coaching model across departments. Instead of just a training series, every potential got a dedicated coach, and they rotated through different business units on stretch assignments. The effect was dramatic: not only did their internal leadership pipeline get deeper, but engagement improved, and, frankly, their financial performance followed. It’s a clear case for going deeper and wider, not just higher.

Claire Monroe

You told me once about a mid-sized tech company that really changed their whole approach—They weren’t massive, but they made it work. Can you walk us through that?

Edwin Carrington

Yes. They saw a pattern: all their HiPo picks looked the same—already obvious leaders.So they shook it up. They used objective tools to find overlooked potential, and they made coaching central.Each participant had a dedicated coach, and they rotated through new business units on stretch projects.The result? Stronger pipeline, better engagement… and, not surprisingly, improved financial results.It was proof that you don’t need to be huge—you just need to be intentional.

Claire Monroe

It’s like—if you’re building a strong bench, you can’t just train your starting five.You’ve gotta coach the whole team.Otherwise when someone gets promoted—or leaves—you’ve got no one ready.

Edwin Carrington

Exactly. Development isn’t a luxury for the elite. It’s how you build resilience.

Claire Monroe

Okay—so let’s say you do the work. You identify high potentials. You develop them.How do you keep them?Because if they leave, after all that effort—man, you’re back to square one.

Edwin Carrington

Retention is where the rubber meets the road.High potentials want clarity: a transparent path forward. They want challenge—real responsibility, not busywork.And they want regular feedback that matters.Recognition, too—formally identifying someone as high potential boosts retention significantly. One study showed it cuts the risk of them looking elsewhere by more than half.

Claire Monroe

That tracks.One of my friends—she got formally named a HiPo last year. Her company made it public, gave her a mentor, and threw her some big stretch goals.She told me it completely changed her mindset. Like—“I can see a future here now.”But the cool part? She started mentoring junior folks, too.She’s got a lot on her plate, but she’s paying it forward.

Edwin Carrington

And that’s the ripple effect you want.High potentials who develop others don’t just grow your pipeline—they build your culture.It’s how you multiply your investment. It’s how leadership becomes contagious.

Claire Monroe

So it’s not about just dangling a title.It’s about trust. Visibility. Purposeful feedback.And when people feel seen—they stick around. And they bring others up with them.

Edwin Carrington

That’s the whole game.The organizations that thrive aren’t the ones chasing quick wins. They’re the ones building systems that sustain themselves.Investing in people—especially your potential—that’s not fluff. That’s the strategy.

Claire Monroe

Whew. That’s a wrap, huh?Such a good one today.And if you’re listening and wondering how to actually do all this—like, in your org—You can test out OAD’s tools for free at o-a-d-dot-a-i.Their behavioral assessments make it way easier to spot potential early and build the right support.

Edwin Carrington

Couldn’t agree more.Thanks for tuning in, everyone.

Claire Monroe

See you next time on The Science of Leading.