I am a big fan of Scott Patchin, this post’s guest author.  Scott’s written for us before, and I welcome his thoughts anytime! He writes a great blog, has a lot of experience developing leaders, and he’s one of those people that I trusted immediately when I first met him a few years ago. You really need to get to know him yourself – please start by subscribing to his blog.

On occasion I am still surprised. I recall one of those moments when I entered into a conversation with an organization that had received a state best and brightest to work for award. We were discussing high potential / high performers and I asked this question “Where in the process do we ask the candidates what their career plans are and if they want to be on this list?” I received silence. I tried not to show my surprise, but my eyes and jaw must have registered it.

By definition, high potentials have generated a confidence in the leadership that they possess an ability to move up in the organization. Moving up means taking on bigger assignments, involvement in critical projects, and invariably spending more time at work/away from home. They will work harder, whether you ask them or not.

The reality . . . an increased commitment at work might not be possible for someone:

• . . . starting a family.
• . . . dealing with a sick spouse.
• . . . working out custody issues for children.

In order to include them in the conversation, does your script include this conversation?

• We have gotten together as a leadership group and we see you as someone who can move up in this organization, and we would like to help.
• Being on our list of high potentials means . . . .
• It is a commitment, and therefore it has to align with your goals for the future and the reality (priorities) of your life right now.
• What are your career goals in the next two years? Next five years?

Great conversations start with a question. So ask!