Seasoned executives readily acknowledge the importance of developmental experiences in shaping and growing leaders; however, when making important talent decisions for their organizations, these same executives often act under a different presumption: if you just hire the “right” people, they will succeed. Period. When some of those people fail, the logical conclusion is that they obviously weren't the “right” candidates. This kind of circular thinking lies at the heart of an issue many companies are struggling with in order to improve the quality and quantity of leadership talent: what combination of abilities and experiences produce effective leaders?
The role of senior management becomes critical in creating and executing development plans for high potentials. A company that commits to high potential development is betting more of its resources on fewer individuals. Those individuals become, in essence, corporate property. Their development plans must be created with the interests of the company as a whole in mind. Breaking down department walls may be necessary to move high potentials fluidly into the positions that will give them optimal development. Managers, who will naturally want to hold on to their best talent, will have to give way. Commitment to a high potential program may mean disrupting the organization in the short term for a longer term good.