While high performers excel in their current roles by consistently delivering results, high potentials are those who demonstrate the ability and readiness to take on more challenging responsibilities that come with higher roles. Identifying high potentials (HiPos) is a strategic process that helps organisations build a robust leadership pipeline and ensure long-term growth. However, there are several myths about identifying high potentials that can lead to ineffective talent management strategies. Here are three common misconceptions that one should be aware of:

1. Performance = Potential
   Example – “She has been a consistent high performer, of course she is a High-Potential!”
   A common myth is that strong performance in a current role automatically equates to potential for success in a higher role. Performance is about current performance; potential is about future possibilities. Research indicates that only about 30% of high performers are also high potentials.
2. Once a Hi-Po, always a Hi-Po
   Example – “He was identified as a Hi-Po before he was promoted. He will surely succeed as a HiPo at the new role as well.”
   Another misconception is that once an employee is identified as a HiPo, they will always be a HiPo, regardless of changes in job level or responsibilities. In reality, each transition in management levels involves a change in job requirements, demanding new skills, applications and work values. Thus, the criteria for being identified as a HiPo changes as employees move up the ladder.
3. Potential means the same across organisations
   Example – “She comes from a credible organisation with a great professional track record. How is she not identified as a HiPo here?”
   The leadership behaviours and success factors that enable success, are also different from one organisation to another, based on their lifecycle, industry, strategy and other parameters. Leadership behaviours and success factors that are valued in one company might not be as critical in another.

To effectively identify and develop high potentials, organisations must look beyond these common myths. This approach ensures that the right talent is identified, nurtured, and prepared for future leadership, driving sustainable growth and success for the organisation.