Google is one of the most admired companies in the world and it is tough as hell to get in. In a New York Times interview with Laszlo Bock, the senior vice president of people operations for Google, he identified 5 hiring criteria for the people management process at Google.
Image from Building the right high potential pool, Jan 2013, a report by AON Hewitt
When reflecting on these criteria, I thought it actually serves as a blueprint for identifying high-potential employees in every organization: “leadership, humility, collaboration, adaptability and loving to learn and re-learn”. The same blueprint can be the professional ethics of a progressive employee who wishes to be on the leadership track. This can exactly be the right track for those of you seeking vice president jobs.
Who is a high potential employee ready for executive positions including vice president jobs? As per CCL report “High Potential talent: A view from inside the leadership pipeline” by Michael Campbell and Roland Smith is “an employee who is assessed to having the ability, organizational commitment, and motivation to succeed in more senior positions in the organization.”
In most companies, it is a difficult task to identify high-potentials because of an inherent confusion between high performance versus high potential. How does an organization base their assessment of who to invest in – is it based on current performance or on the parameters of intelligence, drive and ambition. How do organizations identify who is on track for leadership roles.
According to the UNC Kenan-Flagler Leadership Survey (Identifying High-Potential Talent in the Workplace by Kip Kelly-UNC Kenan-Flagler Business School) the following competencies were the key in identifying high potential employees. 70% of survey respondents said they looked for future performance potential and 69% looked for strategic thinking ability. A drive for results (67%), current and sustained performance (66%), culture fit (59%), and commitment to the organization (47%) also topped the list.
In the article Are You a High Potential? for Harvard Business Review, authors Doug Ready, Jay Conger, and Linda Hill identified four “X” factors that are common among high-potential employees:
- A drive to excel
- A catalytic learning ability (High- potential employees scan and absorb new ideas and have the ability to translate them into productive action.)
- An enterprising spirit
- Dynamic sensors (High-potential employees use these sensors to skirt risks. They have an innate feel for timing, the ability to read situations, and a nose for opportunity.)
Rob Silzer and Allan Church, in their article, “The pearls and perils of identifying potential, propose a model illustrating the key indicators of potential which falls under 3 categories and are indicated by the following attributes.
The organization’s expectation from a high potential employee should be crystal clear by now. So, what are the incentives of being marked out as a hipo(high-potential employee).
There are numerous advantages that are laid out for those chosen – from increased opportunities of being coached or mentored to more visibility and interaction with senior leadership; plum assignments to opportunities and multi-disciplinary rotation programs across disciplines, divisions, and locations. So, the next logical question to ask is how to be marked out by your organization as a hipo.
Or rather, what could you potentially do to gain a high profile vice president jobs. Here are some suggestions:
The 4 step path to vice president jobs or your next career level
Display passion for knowledge
Your adaptability to change and ability to learn quickly puts you as a front runner for new opportunities.
- New skills and competencies are needed to reach the next level and you need to search for ways to expand your experience in order to prepare for future roles. Look at internal and external training opportunities and convince your lead how the team would benefit for this added knowledge.
- Instead of becoming a specialist in one area or focusing on a specific skill, find ways to creates impact across the organization by working with other departments different from your current portfolio. Their adaptability to change, their ability to learn quickly and their willingness to develop others often leads to new leadership roles and opportunities.
Seek professional development proactively
Engage with your manager in discussions about “what’s next.” It is important to have an idea of where you are and where you want to be. Once the goal is clear, discuss the same with your boss and hold him responsible for your growth. Understand the job responsibility of your manager and figure out if there are tasks you can take on your plate to free his time. Helping others realize their development with aid in your own progress.
Demonstrate Ownership
- Be invested in the organization. Show an interest in learning beyond the immediate scope of your role. Identify the organizations goals and figure out how to help in achieving those outcomes. Be eager to assist and always be among the first to volunteer specially in challenging assignments no one wants to pick.
- Show your commitment to the organization by being involved in creating opportunities, identify challenges and motivate others to achieve common goals. Always go the extra mile, and map your future in the organization.
- Demonstrate a strong work ethic and consistent initiative. Be proactive in nature and in requirement of little or no supervision – wherein you can address wants and issues without having to be given specific directions by the manager.
- Show initiative by stepping in and lead when faced with a critical situation as well as allow other team members their moment to shine. Both are critical aspects of a good leader potential.
Collaborate & Network
- Make friends/contacts across the multiple disciplines in your firm. Utilize their flexibility and interpersonal skills to work effectively across disciplines. Focus on involving and communicating with the right people in order to meet goals and solve business problems.
- Seek out mentors and advocates who can provide valuable support and speak positively on their behalf
- Practice intellectual humility. Creating a space for knowledge sharing and get others to contribute. Share knowledge with juniors and ask them to teach you.
