De 6 trekk ved fremtidige ledere med høyt potensial: Hvem i din organisasjon har disse?

Hva kjennetegner gode ledere?Har ledere med høy emosjonell intelligens mer...

Vi er stolte av å presentere vårt nyeste testverktøy - High Potential Trait Indicator (HPTI). Et kraftfullt verktøy som treffsikkert kartlegger talenter og ledere med høyt potensiale!

           

Sterke ledere er kritisk viktig for å utarbeide- og kommunisere strategier og styre virksomheten mot sine visjoner. 41% av selskaper med høy vekst sier de har mangler i sitt lederskap som fremste hinder for videre vekst (CIPD). Derav understrekes viktigheten av å ha rett bemanning under rett lederskap, og kontinuerlig støtte deres utvikling. HPTI for kartlegging av lederskapets potensial er utviklet spesielt for å identifisere den neste generasjon ledere og støtte de som allerede gjør suksess.

Lederskap er handling, ikke en posisjon

- Donald McGannon

HPTI måler 6 trekk som indikerer høyt potensial for å gjøre suksess eller ikke under ulike forhold. HPTI kartlegger lederskapets potensial under optimale forhold for hvert trekk, som igjen indikerer høyt strategisk potensial.

De 6 trekk

Samvittighetsfullhet (Conscientiousness)

Samvittighetsfullhet (Conscientiousness) beskriver en persons evne til å motivere seg selv og eget driv for å lykkes. Høy samvittighetsfullhet betyr god evne til planlegging, målorientert atferd og disiplin. Strategisk tenking er vanskelig uten høy samvittighetsfullhet. Lav samvittighetsfullhet hos ledere resulterer i organisasjoner som utelukkende styres av strategi. De er kanskje gode forhandlere under variable forhold, til å tilpasse seg til muligheter og målorientering selv når de ikke har oversikt over hva som skjer. De med høyere samvittighetsfullhet er vanligvis mer indre motivert i motsetning til de med lavere samvittighetsfullhet tenderer mot ytre motivasjon, eller av andre personer eller omstendigheter.

Adjustment 

Adjustment is how someone reacts to stress. Being able to cope with high levels of stress is a useful trait as a leader, but is also relative to the demands of the organisation and situational factors. Greater demands, more intense pressures and hostile climates demand greater adjustment. Leaders must take responsibility and take the brunt of consequences, which requires emotional stability. A strategist must be able to overcome their own emotional (in)stability and focus on the values and strategy of the organisation. Those with high adjustment are very resilient to stress while those with low adjustment are more affected by potential difficulties they face at work.

Curiosity

Curiosity is essential for strategy: the desire to learn and explore information is foundational for the strategist. Good strategy is rooted in a rich understanding of the company, the people in it, and what is going on outside of the organisation. Continual learning informs the top-down strategy, helps to discover successful emergent strategy and to make informed decisions. It is difficult to develop a strategic understanding of any issue or company without intellectual curiosity. Those with high curiosity like new methods and ideas, those with lower curiosity tend to stick to tried and true methods.

Risk Approach

Risk approach is how willing someone is to confront and solve difficult situations. The leader as a strategist must have the courage to explain why strategy is important, even in the face of opposition. They must have the fortitude to stand by and explain their own values. Those with higher risk approach have a more proactive approach to dealing with problems whereas those with lower risk approach tend to have more reactive, instinctual responses.
 

Ambiguity Acceptance

Ambiguity acceptance is how someone approaches uncertainty and complexity. The oversimplified solutions are often the most appealing and the least successful. Those with high ambiguity acceptance seek out more information, even when there are conflicting opinions. Leaders must have the capacity to listen to unpopular or dissenting opinions, and those with low ambiguity acceptance have little tolerance vagaries or complexity. But, good strategy cannot form without understanding of complex issues. Simple, unambiguous and insincere solutions are frequently peddled by toxic leaders. Those with higher ambiguity acceptance thrive in complex environments whereas those with lower ambiguity acceptance prefer clear-cut answers and stable working environments.

Competitiveness

Competitiveness is instrumental, but in moderation. Useful competitiveness focuses on the success of the organisation, competitive advantage of teams, departments and the company. The moderately and adaptively competitive leader can channel their desire to succeed into realistic objectives. The hypercompetitive leader wants to be seen as the success of the organisation; whereas the uncompetitive leader may have difficulty focusing on strategic advantages and pursuing opportunities. Those with lower competitiveness take a more collaborative approach.

How can HPTI help you?

Succession planning

  • Identify internal talent with strong leadership potential
  • Implement development plans with the aim of moving them into leadership roles
  • Assess the unique personality profile of an organisation
  • Understand personality traits as well as skills that need to be replaced

Leadership development

  • Use an optimal model of leadership
  • Compare individual traits with optimal profile of leadership
  • Pinpoint strengths and areas for development
  • Boost self-awareness
  • Use a common language to talk about personality

Leadership teamwork

  • Increase self-awareness and awareness of others
  • Identify and maximise on team strengths
  • Identify different leadership roles and corresponding personality traits
  • Detect and resolve skills gaps in the team

Graduate recruitment

  • Identify candidates with strong leadership potential
  • Distinguish between leadership career path and other types of potential
  • Add certainty when choosing individuals who will thrive in a fast-track scheme

Employee retention

  • Retain future leaders by investing in their development
  • Progress top talent into senior roles that suit them
  • Understand individual differences in why people stay

Employee engagement

  • Develop a leadership team who embody and drive company vision and culture
  • Understand individual differences in approach to work
  • Use assessment to initiate conversations on employee engagement

Take a look at the sample report for an insight into the power of HPTI. The HPTI report gives you information on:

  • How the person measures against the six traits
  • Optimal trait zones for leadership
  • The implications of each trait upon leadership
  • How to interpret the scores and how they can act upon their report
  • Hints and tips to develop their leadership style
  • Setting goals to develop their skills, experience and knowledge

Download a sample HPTI for leadership potential report

Keep an eye out for our next HPTI post from Ian MacRae, which will take you through a case study of optimal leadership, profiling an ex-CEO from the finance industry. 

To find out more about HPTI and how it can transform the leadership of your organisation, speak to your consultant, email info@thomas.co.uk or call us on 01628 475 366. Alternatively, read more about the assessment here.

Ian MacRae

Ian MacRae

Ian has been an organisational psychology consultant for over a decade and is the director and co-founder of High Potential Psychology Ltd. He is the co-author of High Potential: How to Spot Manage and Develop Talented People at Work and the High Potential Trait Indicator (HPTI), a measure of leadership potential, which will soon be available to Thomas clients.