{"id":25545,"date":"2022-03-09T15:14:33","date_gmt":"2022-03-09T15:14:33","guid":{"rendered":"https:\/\/www.talogy.com\/whats-the-difference-between-high-performing-and-high-potential-talent-2\/"},"modified":"2025-09-22T07:34:08","modified_gmt":"2025-09-22T07:34:08","slug":"whats-the-difference-between-high-performing-and-high-potential-talent-2","status":"publish","type":"post","link":"https:\/\/talogy.com\/en-ae\/blog\/whats-the-difference-between-high-performing-and-high-potential-talent-2\/","title":{"rendered":"What’s the difference between high performing and high potential talent?"},"content":{"rendered":"\nWe could all use a competitive advantage with succession planning and organisational development – and knowing what qualities to look for in future leaders is key.\u00a0High-potential individuals usually advance at a faster pace than their peers and are part of the company’s future leadership pool. They are often given high-exposure positions, are assigned projects with upper management and get extra developmental opportunities. But how can we tell that we are identifying the right individuals as “High Potential”?\n\nOne of the common ways that high potential individuals are identified is through job performance \u2013 the best performers are tagged as “high-potential” talent. This makes sense, and certainly competence on the job is required for “high potential.” But, despite the strong link between job performance and high potential, the best performers are not always the best leaders. Thus, mistaking a high performer for a high potential leader can be costly.\u00a0 What’s more, failing to identify individuals with high\u00a0potential can drive those people to take their talents elsewhere.\n\nThe best way to succeed in identifying high-potential talent is to design a success profile<\/em> that describes the skills and qualities needed to be a successful leader within the organisation.\u00a0 We know that cognitive ability is the best predictor of job performance, but what is the best predictor of potential?\n\nResearchers who have attempted to tease out these relationships have identified competencies, such as assertiveness, independence, optimism, flexibility, and social responsibility, that can be found in a high potential staff member. In our leadership research with Executive Assessments at Talogy, we have found that several key competencies have been unique predictors of high-potential talent.\n\n\n\n

These competencies consistently predict high-potential talent, even after controlling for the effects of job performance:<\/h4>\n\n\n\n