The importance of potentiality management depends on how and what the organization is utilizing the potential for and how to invest the collective potential for building the unique business competency.
To identify potential and accelerate future performance, successful organizations should encourage people to learn and grow, potential is about future performance worthy investment.
Identifying and exploring potentiality is both art and science: Human Capital is always the largest intangible asset of an organization which has to keep investing, nurturing, and growing to ensure the long term prosperity of the business. Nowadays, to break down stereotypical biases, bridge professional gaps, or any types of career ceilings, organizations need to encourage critical thinking, focus on talent identification and development, and put the right people in the right positions to solve the right problems timely. There are both intellectual potential and motivational potential behind people's potential management. There are both cognition and emotion involved, hard and soft elements in creating potentiality development formulas. From a talent management perspective, the growth mindset is of utmost quality for being a right fit.
Besides “raw talent,” cognitive difference, character, education, life experience, work experience, culture intelligence, interests, etc, are all critical to shape who we are, and who we want to become. Mind crafting, knowledge-updating, talent identification & development, skill-sharpening, continuous-delivery, and dynamic digital footprint, etc, are all crucial steps in transforming from cookie-cutter to gap-minding potentiality development. The one thing to differentiate talented people (either high performance or high potential) from mediocrity is mindset, which further drives attitude and leads behaviors. Individuals can unleash their potential by uncovering their innate talent, managing time scientifically, learning and experimenting continually.
Discovering potentiality and developing talent are continuous efforts: Developing or creating talent is bringing up the hidden potential of a candidate. Talent is how much you can execute things uniquely, fast, accurately with out-of-box thinking and differentiated competency. Digital professionalism in itself is a constant learning process that requires talented people to unleash potential constantly, build competency and share insight to overcome common challenges. It's the good combination of character, talent, mindset, knowledge and expertise to build differentiated professional competency and accelerate future performance.
The art of unlocking potentiality is like trying to discover the fountain spring by digging into the underground. To unleash professional potential, people think, create, and self-actualize by architecting themselves, shaping creative mindset, experimenting with new things and exploring “the art of possibility.” From a people management perspective, the talent management activities include but are not limited to planning, identifying, developing, deploying, and retaining, etc Collectively, categorizing, re-categorizing people is not based on physical identity or other conventional standards, but on their talent, skills, capabilities, potentiality, as well as the unique vision of the management for teaming up to achieve common goals collaboratively.
Potential assessment is not just a standalone assessment, but a structural approach: Potential power is the combination of power of mindset, power of knowledge, power of competency, and power of learning/training. Altogether and combined, they provide a well-rounded assessment baseline of potentiality. So potential assessment is neither based on the quantitative numbers such as years of experience nor linear skills only it needs to take a full-blown, structured potentiality development process. The unfortunate thing in many traditional organizations is that they still use static mechanisms to measure talent performance mainly based on quantitative delivery, with ignorance of qualitative perspective, talent potential assessment. The reviews and assessments are thoroughly entrenched in corporate culture and it will be difficult to make substantive changes in the short term for many traditional organizations.
Forward-thinking organizations should pay enough attention to unleashing collective human potential for the business's long term prosperity. To develop talent and professional competency, the professional may ask a tough question to self: Do you have X years of experience or one year of experience X times? Are you at the stage of complacency or competency? Do you continue to learn & grow; how many change-curves do you throw yourself in? Is your career path linear or broader ? Is your career picture gray or colorful? The talent management needs to do self-check: Am I searching for a passionate talent for a career journey or am I just recruiting to fill out a position? Am I a talent visionary to unleash human potential, or am I just a HR person to search for keywords? Am I hunting for character, potentiality, skill or I just look for pieces of knowledge? Training is just giving a better understanding on adopting the process, learning, handling the process. Even though the raw talent is innate, it takes the immense amount of time and hard work that "naturally talented" people have committed to developing their talents and building their professional competencies such as creativity, changeability, or influence power, etc. So companies can build their own set of differentiated competencies as well to unlock collective performance.
Nowadays, organizations are blended with diversified mindset, talent and cultures, see opportunity in uncertainty, identify potential and develop talent continually. The importance of potentiality management depends on how and what the organization is utilizing the potential for and how to invest the collective potential for building the unique business competency. The talented employees with a growth mind continue their journey to pursue autonomy, purpose, and mastery. The organizations with high potential will continually build dynamic capabilities and increase people –centricity.
Identifying and exploring potentiality is both art and science: Human Capital is always the largest intangible asset of an organization which has to keep investing, nurturing, and growing to ensure the long term prosperity of the business. Nowadays, to break down stereotypical biases, bridge professional gaps, or any types of career ceilings, organizations need to encourage critical thinking, focus on talent identification and development, and put the right people in the right positions to solve the right problems timely. There are both intellectual potential and motivational potential behind people's potential management. There are both cognition and emotion involved, hard and soft elements in creating potentiality development formulas. From a talent management perspective, the growth mindset is of utmost quality for being a right fit.
Besides “raw talent,” cognitive difference, character, education, life experience, work experience, culture intelligence, interests, etc, are all critical to shape who we are, and who we want to become. Mind crafting, knowledge-updating, talent identification & development, skill-sharpening, continuous-delivery, and dynamic digital footprint, etc, are all crucial steps in transforming from cookie-cutter to gap-minding potentiality development. The one thing to differentiate talented people (either high performance or high potential) from mediocrity is mindset, which further drives attitude and leads behaviors. Individuals can unleash their potential by uncovering their innate talent, managing time scientifically, learning and experimenting continually.
Discovering potentiality and developing talent are continuous efforts: Developing or creating talent is bringing up the hidden potential of a candidate. Talent is how much you can execute things uniquely, fast, accurately with out-of-box thinking and differentiated competency. Digital professionalism in itself is a constant learning process that requires talented people to unleash potential constantly, build competency and share insight to overcome common challenges. It's the good combination of character, talent, mindset, knowledge and expertise to build differentiated professional competency and accelerate future performance.
The art of unlocking potentiality is like trying to discover the fountain spring by digging into the underground. To unleash professional potential, people think, create, and self-actualize by architecting themselves, shaping creative mindset, experimenting with new things and exploring “the art of possibility.” From a people management perspective, the talent management activities include but are not limited to planning, identifying, developing, deploying, and retaining, etc Collectively, categorizing, re-categorizing people is not based on physical identity or other conventional standards, but on their talent, skills, capabilities, potentiality, as well as the unique vision of the management for teaming up to achieve common goals collaboratively.
Forward-thinking organizations should pay enough attention to unleashing collective human potential for the business's long term prosperity. To develop talent and professional competency, the professional may ask a tough question to self: Do you have X years of experience or one year of experience X times? Are you at the stage of complacency or competency? Do you continue to learn & grow; how many change-curves do you throw yourself in? Is your career path linear or broader ? Is your career picture gray or colorful? The talent management needs to do self-check: Am I searching for a passionate talent for a career journey or am I just recruiting to fill out a position? Am I a talent visionary to unleash human potential, or am I just a HR person to search for keywords? Am I hunting for character, potentiality, skill or I just look for pieces of knowledge? Training is just giving a better understanding on adopting the process, learning, handling the process. Even though the raw talent is innate, it takes the immense amount of time and hard work that "naturally talented" people have committed to developing their talents and building their professional competencies such as creativity, changeability, or influence power, etc. So companies can build their own set of differentiated competencies as well to unlock collective performance.
Nowadays, organizations are blended with diversified mindset, talent and cultures, see opportunity in uncertainty, identify potential and develop talent continually. The importance of potentiality management depends on how and what the organization is utilizing the potential for and how to invest the collective potential for building the unique business competency. The talented employees with a growth mind continue their journey to pursue autonomy, purpose, and mastery. The organizations with high potential will continually build dynamic capabilities and increase people –centricity.
1 comments:
Really a nice blog. Nicely written.
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