Forget HiPo. Focus on Acceleration.
Over the past two decades, organisations have embraced the concept of high-potential pools and programmes. In fact, research suggests that two-thirds of organisations have a high-potential programme in place. Alarmingly, however, three-quarters of those with such programmes consider them to be not very effective.
These findings indicate that we need to take a different approach and challenge some of the prevailing assumptions about high-potential pools and programmes.
Several years ago, a former colleague handed me a book to read. The book, Grow Your Own Leaders, was authored by three associates at DDI, including founder and chairman Bill Byham. It outlined a new approach to succession management, centred on the concept of acceleration pools. This seminal work redefined succession management in response to the rapidly changing business and leadership landscape.
Acceleration pools were designed as an alternative to the traditional approach to succession management, which focused on replacement planning. While replacement planning was sufficient in a relatively stable business environment, where employees were loyal to a company for many years, acceleration pools recognised the shifting landscape. They addressed the need to prepare a group of high-potential individuals for an ever-changing business context. By making a differential investment in these individuals, they could be rapidly deployed to meet critical business needs as they arose.
The term acceleration pool was chosen deliberately. Its purpose was to identify individuals who would benefit from growth opportunities and, in essence, accelerate their readiness for critical roles and challenges in the future. While there was no guarantee of success, selecting individuals with the "right stuff" significantly increased the chances of achieving this goal.
Misinterpretation of Acceleration Pools
Over time, many organisations have adopted the terms high-potential or talent pools instead of acceleration pools. This shift in terminology has often led to a misunderstanding of their purpose, putting these programmes at risk. Here are a few observations about high-potential pools:
A Sense of Arrival: High-potential pools can give the impression that simply being part of the pool is an achievement or destination in itself. This is contrary to the purpose of acceleration pools, which signify the beginning of a development journey.
The 'Club' Phenomenon: In many organisations, high-potential pools begin to resemble exclusive clubs rather than accelerated development experiences. Too often, individuals are identified as high potentials, but little or no effort is made to support their accelerated development. The only tangible outcome for participants is their status as a 'HiPo'.
Reluctance to Leave: Once individuals become part of a high-potential pool, they may be unwilling to leave, even after maximising their development opportunities. After all, who would want to be told they are no longer a high-potential? While the rationale for moving people in and out of pools is sound, it can be challenging to manage in practice. Even when organisations actively manage transitions, participants may react negatively to changes in their status.
Identifying Acceleration Potential
Acceleration pools and programmes function like airport travelators. They have the potential to move individuals more quickly towards a destination. However, have you ever noticed the difference between someone standing still on a travelator and someone walking on it? The person standing still moves no faster than those walking alongside, while the one walking on the travelator reaches the end much sooner.
When identifying high potentials, you want individuals who are prepared to walk on the travelator. While the organisation can provide the development infrastructure, acceleration can only occur if individuals actively engage with the opportunity.
Behavioural evidence is critical in identifying acceleration potential. Tests may provide insight into an individual's capacity for growth and complexity, but what truly matters is demonstrated behaviour. Ask yourself and others:
Have they shown receptiveness to feedback and provided examples of how they acted on it?
Have they actively sought development opportunities and pushed themselves beyond their comfort zones?
Do they proactively seek feedback from others, both formally and informally?
Can they articulate their strengths, areas for development, and personal tendencies that might enable or hinder their success?
Do they demonstrate an understanding of functions and areas outside their immediate role?
Beyond Leadership Potential
When acceleration pools were first introduced, their focus was on identifying and preparing future leaders. Over time, however, the business context has evolved, and acceleration pools are now used for other purposes. The focus of these pools should align with the roles and areas critical to an organisation's future success. For instance, some organisations create pools for future leaders, while others develop pools for future specialists. Regardless of focus, the defining criterion remains the same: acceleration potential.
Five Tips for Maximising the Impact of Acceleration Pools
Clearly define and communicate the purpose and goals of acceleration pools. Participants must understand their role and responsibility in the development process.
Ensure that the concept of acceleration is central to your programmes. Consider adopting terminology that reflects this focus.
Recognise that acceleration is a business imperative. Organisations must create opportunities to accelerate individual growth rather than leaving development to personal initiative alone.
Actively manage pools to prevent them from becoming exclusive clubs.
Treat acceleration pools as critical business assets. Invest the necessary time and resources to manage them effectively.