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High Potential Coaching: doctoral research

I’ve recently had the opportunity to look at the human side of talent management from the perspective of the high potentials themselves, thanks to a workshop hosted by MDV leadership and talent consultants and led by Dr Alison Rose. Alison, a talent and leadership development consultant and executive coach, presented and discussed the results of her doctoral research ‘High Potential Coaching: The Experiences of Participants and Coaches’, which examines the experience of high potentials at a psychological level, focussing on mid-to-late-career talent.

Talent management: human rather than commoditised

Talent management has been studied, analysed, and implemented into company policy worldwide, but what’s so refreshing about Alison’s perspective is that it regards the issue not as a process dealing in commodities but as deeply human, and ‘talent’ as diverse individuals whose individual needs, strengths and potential are best viewed as exactly that: individual. The terminology ‘war for talent’ may be falling out of use, but its connotations of high potentials as ammunition for organisations appear as valid today as ever.

Individual and organisational aspirations diverge

Fundamentally, the experiences and the aspirations of ‘the talent’ are often rather different from their organisations’ expectations of them, aspirations for them and assumption that ‘what’s good for us is good for you’. The mismatch can lead to individuals becoming frustrated, often after an assessment process which has left them feeling uncertain and destabilised. They can experience the mismatch as a significant internal conflict, and many choose (consciously or unconsciously) to collude with the organisational line for fear that not doing so would be career-limiting.

Impact of the divergence on authenticity and integrity

I’m intrigued at the impact of this choice – albeit subliminally – on the authenticity with which a leader behaves, the integrity with which they live and work, and their wellbeing. At the heart of this conflict is the fact that not only do the interests of the organisation and the individual diverge, but also this divergence is not articulated and remains unacknowledged. That lack of acknowledgement will inhibit – systemically speaking – organisational health (not to mention disturbing individuals’ peace of mind).

Emperor’s New Clothes

Inherent in the dissonance between organisational and individual interests and aspirations is an assumption that everyone wants to move on and up in their careers, and to consistently earn more. For numbers of senior people this is not the case: they may want to dedicate more time to their families, they may not want the stress, pressure and spotlight that can come with climbing the greasy pole to high-level leadership, and in some cases they may feel they’re in the wrong slot despite being skilled at what they do. And yet so often people sacrifice themselves to talent management processes as though they worked. A case of organisational Emperor’s New Clothes.

Individuals’ needs must be addressed

Part of the mix is that line managers are frequently unskilled at having the kind of conversations that are both honest and appropriate for addressing this kind of dissonance, and the role of diverse (and evolving) needs, interests and drivers on an individual basis.

Robustness of talent management which commoditises

Alison’s research reveals that very few organisations take a perspective on their talent pools which reflects or respects their diversity. She discusses the incidence of high potentials leaving their organisations when the latter fail to facilitate their success.

This leaves me wondering about the effect on the ultimate success, efficiency, robustness and longevity of talent management programmes that are commoditising in approach and which fail to develop people broadly across the organisation. Does organisational failure to acknowledge the individual’s perspective consistently contribute to a lack of integrity of process which means that the foundations of any given talent management approach may be less than firm?

The role of coaching

Fascinatingly, Alison explores the role of coaching in this scenario. An executive coach may find themselves in a conflicted position when the organisation which is paying their bill has a different agenda from the high potential they find themselves working with. They may also be seduced by the attraction of working with (and making a difference to) a bright person on a challenging issue in an environment which can be exposing for the coaching client (the kind of situation which many well experienced coaches enjoy and find fulfilling).

The coach’s self-awareness and courage

This reinforces for me the extent to which coaches need a high level of self-awareness, a readiness to articulate and deal with difficult messages about their own conflicts and loyalties, creativity to deal with integrity with the tensions that arise – and an excellent supervision infrastructure. Awareness of being drawn in to the same pattern of colluding as their coaching clients takes clarity and courage, but is indispensable for good coaching practice.

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Talent management: the human side

Doctoral research reveals that the experiences and aspirations of 'the talent' are often different from their organisations’ expectations of them and aspirations for them. What's the impact on authenticity, integrity and effectiveness when talent management is commoditised and individual interests go unacknowledged?

'The vulnerable coach': article in Coaching at Work

My new article on 'The vulnerable coach' appears in the January/February 2016 edition of Coaching at Work. if I’m vulnerable I have a greater capacity to be non-judgmental and to compassionately hear the client. My being known to the client nourishes engagement, trust, connection and their feeling of safety - and so enriches the outcomes they create from their coaching.

What kind of leader do you want to be?

What kind of leader are you? And what kind of leader do you want to be? What’s the style that gets you best results and feels right to you? When you return to work after a break you may have a more balanced perspective than when you’re in the thick of the pressure. What are you doing to act on the messages that are now clear to you, to become the kind of leader you want to be and to shape the career you really want?

From peers to direct reports: the senior promotion

When leaders are promoted - and have focused great effort on actually getting the job - there's a risk of not putting enough effort, or not early enough, into making a success of the role once they’re in it. There may be new leadership skills to master - and one of the biggest challenges is to develop new relationships as leader with people who have previously been their peers.

Women, careers and personal safety

Senior women at work, especially those working part-time, may not be as safe as they would like. They need to develop career resilience: a flexibility in being prepared for – and handling - the unexpected, and learning from tough experiences so as to feel more resourced for the path ahead.

'Who are you - really?': article in Coaching at Work

Leaders can become so embroiled in their work that they lose their identity: they have so totally dedicated themselves to achieving outstanding results that they’ve lost touch with the boundary between who they are and the job: they are the job.

Identity and authenticity

For some people change appears unsafe because they fear they'll no longer be who they are. However, it's not behaviour or thinking patterns that define who we are. What inherently and uniquely defines ‘self’ are our deeply held (and possibly unconsciously-held) values, our natural talents, and what we need from our environments if we are to thrive. We each need to understand our true place in the various sets of relationships that comprise our lives - in other words, our systems. Constellations can help.

Resilience and transition: an intimate connection

The relevance of resilience to what can be the challenging process of transition is striking. Leaders have change imposed upon them through, for example, merger or acquisition, or they may be moving into new roles, to new organisations, new cultures, or new countries. During these transitions they need to rediscover their internal resources and call on (or build) fresh sources of resilience. The path to (re-)building resilience can be eased by written narrative and (re-)discovering purpose and meaning.

'Surviving poor leadership': new article in Coaching at Work

My article on my role as coach when I'm working with clients who have a very different concept of leadership from mine, or who are in organisations where the quality of leadership leaves something to be desired, has appeared in the Sept/Oct 2015 issue of Coaching at Work.

Building organisational wellbeing

A meaningful approach to organisational wellbeing will go significantly beyond tactics and process. Building and nurturing wellbeing has to be a way of being (albeit complemented by a set of actions) if it is to bring any significant results. It is part of the organisational culture – how people are with each other. Wellbeing is everyone’s issue: it is systemic.

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