There is an increasing need for learning agility for inculcating leadership effectiveness. For any organization, irrespective of the domain it belongs to, identifying potential people is considered to be crucial. The current performance is regarded to be a crucial future potential indicator. But studies have identified that around 71% of the high performers tend to have limited potential when they are to take on challenges of the next level. Therefore, for gaining better understanding with regards to leadership effectiveness, it is necessary to look closely at the Learning Agility concept and Performance Potential Matrix. Studies have also raised questions on how perfectly to assess potential and how talent can be evolved through appropriate training.
Characteristics that contributes to high potential
Current performance cannot be taken as reliable measure for Future Potential. Many organizations have begun to evaluate leadership agility assessment. It is considered to be a vital long term capability predictor and linked with the view that the learning ability from experience is the key to what actually develops and creates expert leaders. Cognitive Flexibility research also supports this model involving:
- Transfer of skills and knowledge beyond initial learning situation.
- Response speed and adaption effectiveness with regards to change.
- Capability to restructure spontaneously one’s knowledge while responding to radical changing situation demands.
According to the experts, even though current performance could be strong, its future potential is stated to be limited due to short comings noticed in Engagement, Aspiration and Ability.
Aspiration could be low due to poor motivation. This means effective use of personal strength is absent. Moreover, engagement is undermined due to various factors which reduce commitment towards the organization. Engagement and motivation are considered to be crucial to higher productivity. Issues present within the organization could weaken motivation. But Learning Agility concept does offer separate reference point which is quite relevant while evaluating Ability and when profiling the high potential attributes.
The 4 major Learning Agility strands are:
- Results (Impact): motivating others, achieving personal impact and delivery focus.
- Change (Ambiguity): willingness to explore, to develop new opportunities and tolerance of ambiguity.
- People (Authenticity): Conviction about requirements and needs and personal insights.
- Mental (Cognitive): Capability to deal with complex situations and to make new connections.
Balanced information processing is what supports Learning Agility. It is regarded to be a cornerstone of Authenticity. The more effective professionals like the team leaders and specialist staff do make allowance with respect to their subjectivity. This is done by responding to feedback as well as applying it to positive effect. Their role is being viewed in a bigger picture context, with awareness of the others have been doing, as well as to appreciate Role Interdependence. But Learning Agility tends to imply that Personal Strengths can be drawn by leaders to respond to those unexpected challenges, to persuade others and demonstrate personal convictions.
At work, it becomes important to profile the success factor. The competencies tend to describe behavior and attributes that are associated with enhanced performance, while taking into account the drivers that contributes towards personal strengths.