it's important to manage the situation carefully to maintain a positive and productive work environment. Firstly fostering a culture where high-potential employees are encouraged to collaborate and support each other's growth. Emphasizing the importance of teamwork and shared success over individual competition Transparency about the selection process and provide clear feedback to high-potential employees who are not selected, because thiss helps manage expectations and maintains trust in the organization

First, it is important to have a clear definition of what Talent means for your organization. Next, ensure that there is a process for growth and development through achieving goals and objectives, and make sure that these individuals are 100% aligned with and represent the organization's culture.

Aim to marry employee interests with business needs to create career paths for your high-potential employees that motivate them through passion not simply promotion.

Encouraging the growth of high-potential employees is a key strategy for fostering talent and preparing future leaders. Here’s how to effectively support their development within the organization: Assign Challenging Projects: Give high-potential employees opportunities to lead or contribute to complex and high-visibility projects. These projects should stretch their abilities and expose them to new experiences, helping them to develop problem-solving skills, strategic thinking, and project management capabilities. Facilitate Cross-Departmental Collaboration: Encourage employees to work with different teams or departments. This exposure helps them understand various aspects of the organization, build a broader network, and develop skills.

Connect high-potential employees with experienced mentors who can provide guidance and support. Offer leadership training programs to develop essential leadership skills and competencies.

A big part of managing expectations is to keep the focus on POTENTIAL and never make PROMISES. Use conversational intelligence to communicate the expectations and the realities and be very transparent. If you make a decision that is based on a criteria not previously communicated be open and vulnerable enough to explain this. Very often the decision criteria used to make the final decision is not often found in the job description or competency profile.

I believe that transparency in communication, combined with corporate and individual goals, can be a very powerful link in managing the expectations of a talented professional. One of the goals of organizations investing in these professionals is to extract their best over many years, and the same should apply to the talents. This reminds me of a Pirelli advertisement that said, 'Power is nothing without control'.

One of the most powerful ways I have done this and teach leaders to do is to ask one question of themselves keeping another in mind. The question is, "How can I make you successful?" If as Leaders we ask this about every employee we work with whether they are high potentials or not and we follow through with the answers we get, we create a culture of shared success. If everyone walked around with the intention of enabling success for everyone else it's amazing what gets created. I also encourage high potentials to remember that they are each unique in their own way. Even if someone has similar talents and skills they got to those places differently. If we are each unique then we are truly not competing with each other.

Eine Führungsrolle zu erlangen, ist oft von Konkurrenz geprägt, doch echte Führung zeigt sich in der Fähigkeit, auch unter Wettbewerbsdruck Kooperation zu fördern. Führungskräfte sollten bewusst eine Kultur schaffen, die Zusammenarbeit über individuelle Erfolge stellt. Dies kann durch gemeinsame Projekte, interdisziplinäre Teams und ein Belohnungssystem geschehen, das kollektiven Erfolg belohnt. Kooperation stärkt nicht nur das Team, sondern bereitet die Beteiligten auch auf Führungsrollen vor, die zunehmend auf Zusammenarbeit und gegenseitigem Verständnis basieren.

Before sharing feedback first ask how they like to receive feedback. In what way so that they can hear it in a way that works for them. From there it's important when we give feedback that we have specific examples to back it up. Otherwise it's interpretation and completely subjective. One of the things that often gets missing when delivering feedback is letting the other person know the impact of their behavior or feedback on themselves on you and on the team. People are not inspired to change unless they truly understand the impact of their behaviors. When we start including more of that it becomes less subjective and more inspiring for the other to change.

The foundation of lasting and evolving relationships lies in transparent and effective communication, where individuals do not necessarily need to agree 100% with the ideas presented but should have a constant alignment on the path to be followed. At the end of the day, constant feedback is an important tool in managing expectations.

Approaching feedback during high-stress times requires a balance of empathy and clarity. I start by acknowledging the tension: “I know this is a pivotal moment, and the stakes feel high—I’m here to support your growth.” I focus on framing feedback as a partnership: “Let’s look at what’s working well and where you can refine your approach to get even closer to your goals.” I make sure the feedback is specific, constructive, and rooted in their potential, not just performance. It’s about guiding them to see feedback not as criticism but as a crucial map to navigate their next steps with confidence and purpose.

To handle competition for leadership roles, I’d implement a structured succession planning process. This involves identifying key leadership competencies and mapping them against the strengths and growth areas of high-potential employees. Regular talent reviews, targeted development plans, and mentoring opportunities would be established to prepare candidates. By aligning individual aspirations with organizational needs, I’d ensure a fair and transparent selection process. This approach not only prepares employees for future roles but also strengthens the overall leadership pipeline, reducing internal competition and fostering a culture of shared success.

Succession planning is vital for preparing high-potential employees for leadership roles. It involves identifying key positions within the organization and creating a strategic plan to fill these roles as they become available. This proactive approach not only offers a clear roadmap for high-potential employees but also safeguards the organization's future by nurturing leadership talent. By investing in their development and readiness, you ensure that capable leaders are in place when needed, fostering continuity and stability within the organization.