High performing organisations nurture high-potential employees.
However a recent study by the Corporate Executive Board revealed that 40% of “high-potential” job moves produce disappointing results.
Even more striking, 12% of all the high potentials in the study said they were actively searching for a new job.
- assuming that all of them are highly engaged,
- equating current performance with future potential,
- delegating the management of high potentials down in the organisation,
- shielding promising employees from early derailment,
- expecting stars to share the pain of organisation-wide cutbacks, and
- failing to link high potentials and their careers to corporate strategy.
“tune into their brains”.
Having knowledge of how our brain functions facilitates enhanced performance.
Key points to take into account are:
- Learning should be broken down into “bite-size” to increase itsne absorbency and effectiveness.
- Allow time for your people to integrate learning into long-term memory.
- Fairness and respect gives brain a chemical boost.
- Stress inhibits clear thinking.
- Uncertainty arouses fear that decreases the ability to make decisions.
- Employees need some ownership over situations to better accept change.
- Engaging people in more active learning techniques improves retention.