Potential or Performance? We Should Value And Reward Both | IMD

Many organizations conduct talent reviews to identify and develop employees with the potential to advance into larger, more complex roles. While developing future leaders is essential, this article emphasizes that an excessive focus on high-potential leaders can unintentionally overlook high-performing individuals who may not aspire to leadership roles but still contribute immense value. The article advocates for a balanced approach to talent management—one that recognizes both performance and potential—ensuring valuable contributors at all levels feel acknowledged, motivated, and offered development opportunities. In my view, internal talent marketplace platforms, supported by a culture of internal mobility, can unlock scalable opportunities for growth and development across various talent segments. To support this, I am resharing two resources: 1) my internal mobility diagnostic, designed to help practitioners identify opportunities to strengthen internal mobility within their organizations. This diagnostic includes 20 statements across 10 key areas, such as transparency and communication (e.g., internal job opportunities are widely and proactively communicated to all employees; we advertise jobs internally before posting for external recruitment. 2) “How to Start Smart With a Talent Marketplace,” which shares Booz Allen’s experience in launching an internal talent marketplace, including key lessons learned during the project’s first year.