How GenAI Enables and Accelerates Development of High Potentials

by  Scott J. Allen, Ph.D., Instructor, SMU Cox School of Business Executive Education (allensj@mail.smu.edu), Brian Fishel, CEO & Founder, Baintree Partners LLC (brian@baintreepartners.com) and Dave Ulrich, Rensis Likert Professor, Ross School of Business, University of Michigan, Partner, The RBL Group (dou@umich.edu)

This post weaves together two trends. First, all AI all the time! Nearly every podcast, webinar, conference, social media post, executive team meeting, and workshop includes a discussion of the unprecedented adoptionof genAI. Second, next-generation leadership! Leadership is one of the most studied social agenda topics (over 11 billion Google hits) with significant attention given to next-generation leaders (good-bye baby boomers; welcome Gen Z).

In this post, we meld these two trends with a simple question:

How can genAI advance the development of high-potential leaders?

In general, about 5 percent of employees and 15 percent of leaders are considered “high potential” (called A players or high performers). In today’s VUCA (volatile, uncertain, complex, ambiguous) world, these targeted individuals anticipate and create change to shape an organization’s future. Investors, boards, executives, and HR leaders pay attention to these high potentials to ensure that they continue to develop.      

In today’s world, AI has become a ubiquitous tool for learning through thought partnership, innovative content creation, and improved critical thinking. AI will not replace people; people who know how to use AI will replace people. We propose ten innovative ways to use AI (in particular genAI) to further develop high potentials. We recognize that these ten tips also apply to all employee development, but we focus on high potentials because of their leadership opportunities. We also suggest sample prompts as starting point illustrations—your personalization, experimentation, and ongoing “conversations” with the technology will yield the best results.

1.      Personalized Learning Paths. Personalized learning lets high potentials commit to improving and acquiring new skills at their own pace and style. GenAI can synthesize development ideas for a catered improvement plan.

Sample prompt: I aim to move into sales in the next few years. I want to learn as much as I can about B2B sales. Can you suggest two articles, two books by best-selling thought leaders, an industry trade association, two academic certificates, and two or three newsletters that might be of value?

2.    Voice-Enabled Virtual Coaching. Coaching through genAI offers guidance for specific situations. GenAI coaching complements (not replaces) personal coaching and gives learners specific advice.

Sample prompt: I am about to ask my supervisor for a modest raise. I have been here for one year and received a “meets expectations” on my performance evaluation. Is this a good idea? What should I consider before having this dialogue? Let’s have a conversation like we are having coffee. Ask me questions, and I will answer.

3.     Real-Time Feedback and Performance Analysis. High potentials want to know how they are doing in their improvement efforts. Quarterly or annual reviews can be complemented with ongoing feedback from genAI.

Sample prompt: I have uploaded the feedback I received from my most recent 360-degree evaluation and my latest performance evaluations from my supervisor. Based on your analysis, what are some focus areas for me to develop as a leader?

4.    Scenario-Based/Case-Based Learning. While learning from case studies from other individuals or companies is helpful, learning often comes when real problems are identified and addressed. GenAI can share data from similar settings, but more importantly, it can provide specific insights into each unique setting and real-life scenario.

Sample prompt: This is what I am working on. (Describe situation.) My ideas to my supervisor fall on deaf ears. How might I approach this differently? What can I do to have more influence?

5.     Knowledge Management. GenAI accesses information that informs and guides actions, which involves knowledge management. High potentials can readily access information available in several knowledge warehouses.

Sample prompt: What are ten questions we should have seasonal employees answer so that high potentials understand the norms, practices, expectations, and cultural nuances of succeeding here?

6.     Skill-Building Modules. Skill building has become ever more present as a way to increase the effectiveness of both individuals and organizations. Knowing which skills deliver the greatest value comes from accessing information from AI.

Sample prompt: As I consider applying for a new opportunity, what skills have those who have succeeded in this job mastered? How can I gain those skills?

7.     Learning Certification/Validation. One key learning outcome is demonstrating and communicating mastery of skills based on specific certifications. GenAI may help high potentials identify, prepare for, and succeed in achieving appropriate accreditation.

Sample prompt: My firm values the Project Management Professional (PMP) certification for project management. I need a detailed description/checklist of the PMP certification. Can you give me a complete list of organizations, associations, academic certifications, books, and anything else I should know to prepare?

8.    Personalized Microtasks. Each high potential has a unique pathway to progress based on personal ambition, management style, and work setting. GenAI personalizes tasks required to make progress.

Sample prompt: I know I need to get better at public speaking. Can you give me five to ten microtasks to practice during my normal workday?

9.    Customizable Workshops and Training. Training was once called “sheep dipping” where all training participants received the same treatment regardless of circumstances. Today, learning may occur in many settings and in different ways, which allows high potentials to customize their training based on their personal improvement needs.

Sample prompt: I have been tasked with giving a fifteen-minute presentation on psychological safety. Can you share some basic definitions, strengths, and weaknesses of this work, best practices, and quick tips for managers to create psychological safety in their teams?

10.  Scaffolding Age- and Stage-Appropriate Content. High potentials make others better. They have enough self-confidence to give others the opportunity to learn and grow. The ultimate high potential leaves a legacy of future high potentials.

Sample prompt: We have several interns visiting our organization this summer, and we want to provide them with a wonderful learning experience. In addition to the internship, we have about two one-hour blocks set aside each week for education. We have ten weeks with them. How should I use the time each week? We want them to learn but also feel excited about the firm. 

Conclusion

High-potential leaders continually improve so that their organizations prosper. GenAI enables and accelerates high potential development that leads to high performance and employee retention. A growing risk with high potentials is not using genAI for their development and work.

How effective are you in using AI with your high-potential efforts (see figure 1)?

What would you add to our ten ideas (share in the comments)?

Dave Ulrich is the Rensis Likert Professor at the Ross School of Business, University of Michigan, and a partner at The RBL Group, a consulting firm focused on helping organizations and leaders deliver value.