Defining Leadership Potential
A new kid on the potential block
We’ve written a fair amount on defining potential over the years and this remains a critical challenge for businesses. How do we spot our future leaders and help them get to the position we need them to be in as soon as possible? Now there is a new answer to this question.
Whilst our work in this area to date has focused on our own research and experience on defining and developing potential, combined with the most popular models of YSC’s Judgement, Drive and Influence and Korn Ferry’s Learning Agility (you can read more on these here), the most recent development is Korn Ferry’s Assessment of Leadership Potential.
Based on the most recent comprehensive research on what has led to leaders being successful, Korn Ferry have a model and product that can guide us all on defining and measuring potential.
Korn Ferry defines potential as “the capacity and interest to develop the qualities required for effective performance in significantly more challenging leadership roles.”
Their research to understand what indicates this potential brought up four distinct categories: the “who you are” drivers and traits and the “what you do” experiences and competencies. For measuring potential, the focus is on those “who you are” characteristics as these indicate things about you that are more innate rather than learned behaviours or past experiences.
This has all resulted in a new product on the market, the The Korn Ferry Assessment of Leadership Potential (KFALP), which measures the following:
Drivers – the drive and desire to take on the challenges associated with being a leader.
Experience – the experiences that have shaped and prepared a candidate to be successful in higher-level positions.
Awareness – the ability to identify personal strengths and weaknesses and how they affect others.
Learning Agility – the ability and willingness to learn from experience and apply that learning to perform successfully under new and first-time conditions.
Leadership Traits – specific traits that help leaders to excel: focus, persistence, tolerance for ambiguity, assertiveness and optimism.
Capacity – the cognitive abilities necessary for logic, reasoning and to solve complex problems
Derailment Risks – The ability to manage and avoid the classic derailers of unpredictability in a leader’s behaviour, micro-managing and being closed to others’ perspectives
And of course just like the YSC Judgement, Drive and Influence (JDI) model, this opens up opportunities for businesses to benefit from the research whilst creating their own versions of these models. Many clients we work with have previously created their own model of potential by combing the YSC JDI and older Korn Ferry model of learning agility.
Now it appears Korn Ferry have produced the ultimate – a model that combines those two ideas and adds some new, rather useful concepts.
Looking at the detailed indicators under each of the seven areas, it appears that YSC’s Judgement is shown here in the KFALP under capacity, Drive under the drivers section and Influence appears to be spread out across the drivers sub-section of power (an individual’s interest in influencing others) and in the experience section (where critical experiences include negotiations and external relations).
That is all to say that this new Korn Ferry model gives us all a more recently developed and comprehensive definition of potential which envelops the models most widely used in business today – JDI and learning agility.
It’s the joy of being independent that we have the chance to go into businesses and help them develop models and frameworks for defining, assessing and developing potential, that best suit the company objectives and culture. There’s no doubt that this latest research will be of great value to all talent functions looking to benchmark leadership potential.