Although organizations typically look at past performance when identifying future leaders, research shows that an employee’s track record is not a truly accurate indicator of who may excel at things they have not done before, nor can it identify potential leaders early on in their careers that have not had equitable access to mentorship, sponsorship, development and advancement opportunities. The authors of this piece have developed an alternative model for predicting leadership potential that is rooted not in achievements, but in specific observable and measurable behaviors. They go on to describe how managers can coach employees to develop and refine these behaviors and skills. (Harvard Business Review)
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