Identifying High-Potential Employees Early

I’ve hired and worked with some of the best people. And here’s what I’ve learned: Top performers don’t always make the best leaders. Some employees crush their tasks but struggle to lead. Others naturally think bigger, take ownership, and elevate those around them. The key? Spotting high-potential employees early— and developing them before they leave. Here are 8 signs someone on your team is ready for more: 1/ They take ownership ↳ They don’t wait for direction. They drive results. 2/ They think beyond their role ↳ They connect their work to the bigger picture. 3/ They ask the right questions ↳ They challenge assumptions and push for better solutions. 4/ They perform under pressure ↳ Stress doesn’t paralyze them. It sharpens them. 5/ They seek feedback—and apply it ↳ They don’t just hear feedback. They grow from it. 6/ They influence without authority ↳ People trust and follow them, even informally. 7/ They turn problems into opportunities ↳ Setbacks fuel their innovation. 8/ They elevate those around them ↳ They build up the team, not just themselves. Your best people will always have options. If they don’t feel challenged, valued, and trusted, they’ll find someone else who's willing to give them those things. 👉 How do you turn high-potential employees into future leaders? ------------ ♻ Repost to help other leaders. 🔔  Follow me, ✨Jim Riviello, for more. 👉 If you want a proven framework that helps leaders build high-performing teams to Download my FREE eBook, The CEO Shift (see link in featured section of profile).

This one skill has shaped my entire career as a people leader    And now, as the founder of a company that trains Chiefs of Staff, it’s the first thing I look for    *The ability to spot high-potential employees*    Often before they see it in themselves  Because high-potential employees don’t just outperform—they go on to become the best Chiefs of Staff    They’re the ones who:    - get things done before they're asked  - make everyone around them better  - don't need a title to act like a leader    If you want to find the future strategic operators inside your company, start with these questions  10 questions to identify high-potential employees:    Do they ask sharp questions?    🎯 Shows they challenge ideas to get better outcomes    Do they solve problems proactively?    🎯 Shows they offer solutions, not just raise issues    Do they thrive with ambiguity?  🎯 Shows they stay calm and resourceful without a playbook    Do they build trust quickly?    🎯 Shows others naturally rely on them    Do they step up before they’re asked?    🎯 Shows they take initiative without waiting for permission    Do they think beyond their role?    🎯 Shows they consider the bigger picture    Do they communicate with clarity?    🎯 Shows they can distill complexity into action    Do they handle feedback well?    🎯 Shows they seek it, absorb it, and improve fast    Do they balance strategy and execution?    🎯 Shows they think big and still get things done    Do they make the team better?    🎯 Shows their presence raises the bar for everyone else    The best Chiefs of Staff often start as high-potential employees hiding in plain sight    Spot them. Develop them. Trust them.    They’ll move your business forward faster than anyone else.    ♻ Share this to help more leaders understand the Chief of Staff role    👋 Follow Maggie Olson for daily leadership and Chief of Staff insights 

It’s not a secret that talent is at the center of every high-performing organization. Identifying and developing high potentials is a core principle that has been particularly important to me and the companies that I have both served and led over my 40+ year career. Your best managers are at the heart of where you are today and the foundation for your successes in the future. I recently had someone ask me about my experience and thoughts on identifying and growing talent. I thought others might benefit from the information, so I am dropping a few thoughts here. Look inside first. Identify your high potentials and curate a pool. These are individuals who demonstrate traits and skill sets that will enable you to accelerate future growth. I always insisted that there were members of the pool from every department. If a department leader could not identify a high potential, we knew that we had an issue in that department. Don’t be afraid to give up your best managers for growth opportunities within the organization. By doing this, you will grow that individual while creating space and opportunities for emerging talent. We actively groomed our high-potential pool to mitigate the risk of losing them to competitors but, more importantly, to realize the compounded value that they would create for our organization. In the event we lost a great manager to a competitor or another industry, we embraced the opportunity to elevate and grow inside talent. Each year, executive leadership would host a two-day session where we would meet one-on-one with 20-40 high potentials. At the end of day one, we would host a dinner with everyone. At the end of the meetings on day two, the leaders would take a silent vote to rank the top 25% of the pool in order. There was always lively discussion. The top people in the pool were identified to get the next executive openings in that order. I would call the top 5/10 to congratulate them. Our leadership team split up the list of high potentials that did not make the shortlist to thank them and encourage them to continue on their growth path. Not only was it a badge of honor to be identified as a high potential, the program served as a great motivation tool throughout the organization. Your human resource department is critical to the success of a program like this. Not only do they know the high potentials and have a vested interest in talent growth, but they can also ensure structure, consistency, continuity, and accountability across the entire company. Note that developing talent takes time. Thus, the word “potential.” These are future greats who have demonstrated ability, mindset, and values. Bring your patience, your listening skills, and your support. Get to know them personally. Uncover their professional aspirations. Identify what drives them. And find opportunities for them to stretch and be uncomfortable. It’s in those moments that high potentials break through the ceiling and go from being good to being great.