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Your organization says it identifies future leaders. But when the criteria are vague, nominations are secret, and opportunity keeps flowing to the same familiar people, the high-potential list may be measuring sponsorship more than potential.
Christopher Goostrey explains how access turns into evidence, why performance, potential, readiness, and sponsorship are not interchangeable, and how subjective ideas such as passion or executive presence can hide bias. He also gives leaders the FAIR test for making talent decisions more defensible, developmental, and transparent.
Potential is a prediction. Treat it like one.
Follow HR for Humanity for practical HR for people who actually manage people.
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美国
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免责声明: 本页面嵌入的播客和封面图片来自 Christopher Goostrey，归其所有者所有，与 Listen Notes, Inc. 无关联，也未获得 Listen Notes, Inc. 背书。
