Driven to change
An analysis of the collected data showed that a profile of high potential
could be compiled by plotting two relatively simple dimensions in a coordinate
system, creating a grid with four ideal-typical profiles. The axes were
labelled agreeableness and organisational sensitivity. The agreeableness
dimension was placed on the x-axis of the model. The concept is derived
from the Big Five theory. (Howard, P.J. & Howard, D.J.M. http://www.centacs.com)
Within our model, in which we gave a slightly different meaning to this
concept, it is defined as the extent to which someone is willing to adapt
their own opinion to those of others. A person, who displays a high degree
of agreeableness, is called an adapter. The behavioural characteristics
of such a person include the ability to adapt and cooperate. It is the
commitment to a goal, without any direct personal benefit. At the other
end of the scale is the challenger, whose behavioural characteristics
include, in particular, ambition, independence, courage and initiative.
Adapters can easily adjust their opinions to those of others. Challengers
are particularly focussed on realising their own opinions, ideas and suggestions
in preference to those of others. Challengers are driven to change the
status quo - they want to make a difference
Our findings lead us to conclude that people with management potential
usually display challenger behaviour. This is also confirmed by a variety
of studies. Ambition, vision and dominance appear to be important in predicting
success in management functions.
Being right or being seen as being right
In today's labour relations situation, being right is completely
different to being seen as being right. Social developments have resulted
in organisations becoming much more informal. The breakdown of formal
employee-employer relationships has created new leadership challenges
and opportunities. As far as the management of change and innovations
is concerned, the informal organisation has become a coordination mechanism
in itself for managers. Interviews with companies confirmed that, in addition
to a focus on content, a process-focussed approach is required from managers.
This involves the ability to influence both subordinates and superiors
Organisational sensitivity in behavioural characteristics:
The resulting coordinate model distinguishes four different behavioural typologies: the asset, the competitor, the facilitator and the innovator. The four types can be categorised in this Talent Grid as shown in Figure 3. All four ideal types have their own value, given the specific organisational and functional context.
'The 'Talent Grid'
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