Question

1. Should a company identify and formally acknowledge its high-potential managers or should it be kept secret? Should managers know they are considered high-potential managers? Explain your position

answer in own words and include citations and real information. NOT just opinion

Answer 1

Recognizing employees as having high potential recognizes their commitments to the organization, approves what they are doing, and rouses them. Those not officially distinguished as high potentials report they are bound to look for elective work in the close to term than those in high-potential projects.
Being marked "high potential" shouldn't be a prize or a privilege. High potentials are relied upon to work more enthusiastically and take on more difficulties." That must be conveyed unmistakably if a program is to succeed. In particular, the 'high-potential' mark suggests a high degree of execution, increased by the readiness and ability to develop. It implies that right now, you have the limit and drive to take on progressively complex jobs. That limit and drive may change after some time, so employees who aren't there now need a pathway to control them toward expanding their potential. That pathway ought to be founded on regular definitions and desires and ought to incorporate managers prepared to draw in and empower ability without limiting the accomplishments of those not in the high-potential program. At the point when that foundation is set up, at that point organizations can transparently talk about high-potential projects. Deciding to be straightforward is an issue of timing.

The characteristics of high potential managers are as follows:

• HOLD CANDID DISCUSSIONS
• CLEAR OBSTACLES
• IDENTIFY LEADERS EARLY

There are a few challenges for high potential managers as well:

• Associating With THE FIRM ON A MISSION LEVEL. They frequently have no strong, long haul associations with key managers or coaches who can remind them why they're doing what they're doing.
• Keeping up SOCIAL NETWORKS. They will in general have loads of shallow associations and need to realize how to extend them and keep up them as they move all through the association.
• Gaining KNOWLEDGE FAST ENOUGH. They adapt rapidly, yet similarly as they become agreeable in an occupation, they're regularly moved.
• Keeping up A VISION OF THEIR FUTURE. They ricochet all through employments all through the organization, first in their practical territories and later as a rule the board, so keeping up an away from of their vocation way is testing