Head Light provides comment in FT article

You may have seen our Head of Business Psychology, Debbie Hance, quoted in the Financial Times on Monday 5 January. She commented on the value that 360-degree feedback can bring by helping organisations identify those who excel in some of the more nurturing aspects of leadership that sometimes go unnoticed. You can read the article on the FT.com website.

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6 indicators of High Potential – and how to identify them

For some line managers spotting those in the team who have the potential to progress and take on a larger role, can be tricky.  They need to know what makes for success and then how to identify this amongst their people – and ideally applying a tool they are already making use of. Each organisation is different – and what makes for success needs consideration.  But in our experience, there…

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Managing High Potentials, maintaining coverage for critical posts, ensuring succession – it’s all down to you.

Can you answer, in an instant, the following questions about your organisation: Who are our High Potential individuals? Who have we missed? Which of our High Potential individuals have an increasing risk of leaving us? Which of our Succession Plans are at greatest risk of failing to deliver? Which high performers must the organisation focus its retention efforts on? Who, for example, speaks Spanish, wishes to move internationally, has high…

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Can you spot high potential?- Part 2

In Part 1 of this blog we explored the difficulties of identifying those with potential. So how can we at Head Light help? Some organisations are very clear on what ‘potential’ looks like and in our experience, there are a number of attributes which tend to predict success in higher-level roles. Common ‘HiPo’ indicators are: Capacity for learning – being able to learn from own mistakes, actively seeking feedback and using…

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How to answer ‘what does good look like’?

We’ve noticed a recurring theme when talking with HR decision-makers: how to establish a common understanding and way of defining what ‘Good’ looks like for key roles in an organisation. Everyone you ask has a different opinion, and judges it differently. The problem is, not  being able to describe what good looks like in a consistent way results in: managers setting unclear expectations about performance targets with ambiguous or unrealistic targets,…

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