Register to be part of future conversations in real time hereOr schedule a time to talk directly to our team here Key HighlightsRedefining high potential: High potential does not necessarily equal ready to lead - the skills that make someone excellent in their current role don't automatically translate to leadership capabilityTwo critical talent indicators revealed: - "Excellence Someplace Else": Look for people who've achieved excellence in any domain (sports, music, academics) as they understand the work ethic and commitment required to master skills - Deep Self-Awareness: True self-awareness means understanding not just your weaknesses, but how those weaknesses affect other people around youStrategic hiring approach: Don't overweight background and track record since you can't determine if success came from the platform, team, or market timing - focus on talent indicators insteadTalent development principles: Leaders must get out of the way of talented people, remove obstacles, and focus on continuous feedback rather than annual reviewsMaking it systematic: Talent assessment, nurturing, and development should be a standing agenda item with quarterly conversations, not an annual afterthoughtNotable Quotes"High potential does not necessarily equal ready to lead, or even fit to lead, for that matter.""Hiring and managing talent is one of the most strategic and symbolic acts you can do as a leader.""True talent finds a way to win in good times and bad, high tide, low tide. They tend to operate well in different contexts, and even different organizations.""When's the last time someone misperceived you? And why? Because true self-awareness is understanding weaknesses and also knowing how that rubs off on other people.""If they're truly stars, you got to provide direction and guidance... but then get out of the way. You're never going to know their job as well as they know their job.""If talent is the most important thing, then we need to make time for it... it needs to be a standing agenda item."Featured SpeakerJohn Cook is an Executive Coach & Partner at CRA | Admired Leadership, specializing in talent assessment and leadership development. As a father of four and avid fly fisherman, he brings both professional expertise and personal perspective to helping senior leaders identify and develop talent within their organizations.Resources MentionedField Note: "High Potential for What? Exactly"Nine proprietary talent indicators framework10-minute coaching conversations with Admired Leadership coaches

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