The Potential for Potential

Abstract

It is very encouraging to see the stimulating commentaries in response to our article on identifying potential. These essays and the numerous recent published articles and conference presentations on potential reflect the widespread interest, as well as the challenges, of managing high‐potential individuals in organizations. Based on our experience, and apparently also on the experience of commentary authors, many organizations and consulting firms are giving significant attention to this component of strategy‐driven talent management (see also Oliver, Church, Lewis, & Desrosiers, 2009; Silzer & Church, in press; Silzer & Dowell, in press). Based on their insightful comments, it is clear that many of the commentary authors have been thinking about and working in the area of potential for a while.

The Experience of Untapped Potential: Towards a Subjective Temporal Understanding of Work Meaningfulness

“…In doing so, we contribute to current research on employee potential in two ways. First, we provide a complementary perspective to the dominant managerial approach found in talent management research which focuses narrowly on ‘high‐potential’ employees – those identified by management as an organization’s likely future leaders (e.g., Silzer and Church, ). Second, we cast a new light on the notion of self‐actualization (Maslow, ).…”

I-O Practice in Action: Solving the Leadership Potential Identification Challenge in Organizations

“…Our review suggested that there was a naturally emerging clustering of the common predictor variables. The BluePrint identifies a new structure for leadership potential that involves three types of predictor dimensions of potential: foundational, growth, and career dimensions (Silzer & Church, 2009a, 2009b).…”

Lessons From the Classroom: Teaching an Individual Psychological Assessment Course

“… Knowledge of the field of consulting psychology and the competencies required Basic knowledge of competency analysis, including profile analysis Basic level competency in selecting tests for an individual assessment, based on knowledge of available tests Basic level competency in conducting an assessment, especially the structured interview Knowledge of models and theories of talent, potential, and managerial performance (see for example Silzer & Church, 2009) Knowledge of the research literature on individual assessments Basic competency in writing an assessment report; knowledge of structure of a report Basic competency in addressing ethical issues in assessment and coaching Knowledge of basic strategies for feeding back information and for coaching …”

“…Knowledge of models and theories of talent, potential, and managerial performance (see for example Silzer & Church, 2009)…”