What is your greatest potential?

We have always been curious about what potential we have, so we want to know what your strongest potential is! What is your greatest potential? I want to share it with you. Welcome to test.

You are a fish on the chopping block, and the knife is waving at you. Seeing that you are about to become sashimi, how would you ask for help if you wanted to save your life?

A: There are old people and young people in my family. ? A pleading tactic to win sympathy from the other side with such words.

B, is it? If you let me go, I will present the treasure in the Dragon Palace. ? Trading strategy.

C, is it? Kill me, and you will regret it. ? Threatening tactics.

Analysis of test results:

A: There are old people and young people in my family. ? A pleading tactic to win sympathy from the other side with such words.

It is a tactic to arouse the sympathy of the other side by deliberately pretending to be pitiful and winning the sympathy of the other side. You have delicate feelings and can keenly feel the changes of the other party's emotions. You have the ability to extract from ordinary things or materials things that impress and comfort others. You can create something that touches others through unremitting efforts. This is your potential.

B, is it? If you let me go, I will present the treasure in the Dragon Palace. ? Trading strategy.

? It's good for you, too, okay? This is a trading tactic that evokes the desire and selfishness of the other party. Only those who have the answers can carry out this tactic. Do you? Just do it and you can succeed? Positive, optimistic and confident, no matter in which field, I want to be outstanding. Motivate yourself by portraying yourself as a successful person in your mind, and you can turn this idea into reality. You can be an enviable person, and this is your potential.

C, is it? Kill me, and you will regret it. ? Threatening tactics.

This is a tactic to threaten the other side to get retribution and make the other side yield. You know what you have. If you have no confidence in your ability, it is impossible to adopt this tactic. In fact, you have the powerful power to challenge difficulties and get rid of adversity. You can be a person who mobilizes people and brings influence to others. This is your potential.

Extended reading:

Potential is more important than ability.

Optimize the employment process

The first step is to choose the right person. As Amazon CEO Bezos said in 1998:? Setting high standards for talent recruitment is and will be the most critical factor for the company's success. ? So when evaluating job seekers and employees, how to measure their potential?

As a development and promotion manager? Green channel? Many companies have mature? Potential cultivation? Project. But most can only be called? Excellent before? Most participants in the project are considered to be excellent in the future because of their good performance. But as far as VUCA is concerned, this prediction is not reliable. In my executive program, 80% of the participants indicated that their companies had abandoned the empirical data model. I admit that evaluating potential is more difficult than evaluating IQ, grades and abilities, but it is not impossible. After more than 20 years of improvement, the accuracy of the model developed by Yikang Xianda can reach at least 85%.

We find that the first indicator to measure potential is the correct motivation, and we pursue a selfless goal with a strong sense of responsibility and high investment. People with high potential are not only motivated, but also have lofty collective goals. They are often modest and try to do better. We put motivation in the first place, because motivation is not easy to change, and it is usually revealed by the subconscious? This is a quality. If a person's motivation always considers his own interests, he will never change.

According to the research, we also judge four characteristics of potential candidates:

Curiosity: eager to get new experience, new knowledge and feedback from others, so as to learn and improve with an open mind.

Insight: the ability to collect and accurately understand new information.

Participation: Good at communicating with emotion and logic, able to convince others and establish contact with others.

Determination: In the face of challenges or setbacks in adversity, we can still make unremitting efforts for our goals.

So how do you see the potential of candidates or employees at a glance? Through in-depth conversation, discussion of his professional experience and detailed background investigation, many stories of candidates can be excavated, and then whether they have or lack these characteristics can be judged. For example, can't you just ask? Are you curious? But to find signs to judge whether he is willing to improve himself, whether he likes learning and whether he can learn from his failures.

A more appropriate way to ask questions is:

? If someone contradicts you, how will you react?

? How to get other team members to express their opinions?

? How to expand your thinking, increase your experience and develop yourself?

? How to establish a learning organization?

? How to understand the unknown?

When asking questions, let the other person answer specific examples and have a deeper understanding of motivation, insight, participation and determination. I also need to talk to managers, colleagues and direct leaders who know him well.

Leaders must promote these interview skills under the organization. The researchers found that the accuracy of excellent interviewers' evaluation is positively related to the final performance of candidates. However, instead of referring to some bad interviewer's advice, it is better to flip a coin. In short, few managers learn evaluation skills from business schools or employers. In the survey of the executive talent management program, I found that only 30% people think that their company has provided enough training. Most organizations seem to have good and bad recruiters.

In contrast, enterprises that attach importance to the accuracy of the recruitment process can greatly improve the probability of successfully selecting talents. For example, Amazon has hundreds of specialized internal recruiters, provides effective evaluation training programs, and even has many certifications? High standards? Commissioner. They work in a certain department and also evaluate and reject candidates in other fields.

Prevent employee turnover

Once the talents with real potential are recruited from the outside or discovered from the inside, the next step is to keep them. After all, competitors in the market are also competing for talents, and they are likely to poach your people.

Daniel? As Daniel H. Pink said in his book Motivation, most of us, especially knowledge workers, have three sources of motivation: autonomy? Freedom to control your own life; A skill? Pursuing professional excellence; Target? Eager to serve a greater cause than oneself.

Of course, economic returns are also important. All employees, especially potential employees, expect the return to be in direct proportion to their own efforts and contributions, so as to distinguish them from others engaged in similar work. But as far as my experience is concerned, although the unfair salary system will dampen work enthusiasm, after a certain degree, the importance of salary is not as great as most people think. I followed some job seekers who found jobs through our company. They did well in their new posts, but they left in less than three years. I found that 85% people found jobs with higher positions after leaving their jobs, and only 4% people said that higher salary was the main reason for their leaving their jobs. The more common reasons are disagreement with superiors, insufficient support and lack of growth opportunities.

Organizations need to provide fair compensation, preferably higher than the average, but they should also give autonomy in four aspects: task (what to do), time (when to do things), team (who to do things with) and technology (how to do things). Organizing and setting difficult but still achievable challenges and reducing distracting chores can make potential employees achieve professional success.

Increase cultivated land area

Finally, your task is to provide development opportunities for potential talents, so that they can get out of their comfort zone and exert their potential. ANZ has branches in 33 countries. Johnson? Jonathan Harvey, director of human resources at ANZ, said? When assigning tasks to future leaders, we all let them experience the extreme challenge of the next role, because when they face difficulties and reach the limit, it is also the fastest time to learn and make progress. We don't force them to go beyond the limit, but we need leaders with all-round development, value orientation and global vision. The task of expanding their potential can help them achieve higher goals. ?

I always take Japan as an example to illustrate the consequences of not trying to train potential talents. In 2008, Kentaro Alamouk of the Tokyo office of Yikang Syngenta and I evaluated the potential and ability of Japanese executives, that is, compared with the above indicators, objectively evaluated which executives could take on more important responsibilities. We compare the scores of Japanese executives with the average scores in the world database, and the results are puzzling. The potential of Japanese executives is higher than the global average, but their ability is lower than the average, just like the good young people selected are unsuccessful in the end. There are problems in the talent training process in Japan, and the problems still exist. Although the strong professional ethics in Japanese educational institutions and culture make managers have a high starting point, they will encounter many obstacles in the process of growth. For a long time, the promotion channels of Japanese leaders are very single, and they can only be promoted in the same department of the same company until they respectfully become the most senior employees in the whole department.

Recently, a multinational group company in Tokyo asked us to evaluate dozens of executives, all in their fifties. This company involves many industries and regions and should have been a training ground for training executives. However, only one of the executives who participated in the evaluation has managed more than one business line. The average working time of all examiners abroad is only one year, and their English level is limited. So there is no suitable candidate to take over as CEO. All evaluators have a high starting point. They are all engineers. They have worked in R&D, product strategy or marketing departments for more than 20 years, and their potential has been wasted.

Simply and rudely push potential talents to a higher position, let them control a bigger budget and manage a bigger team. Such a straight rise can really help their development, but it can't accelerate their success; Horizontal rotation, diversified, complex and challenging positions can make them grow rapidly. Recently, we invited 823 executives around the world to review their careers and tell us what inspired their potential. The answer given by 765,438+0% is the expansion task to stimulate their potential. In addition, 49% people mentioned rotation and personal tutors, ranking second.

So how to ensure that employees' expansion tasks and job rotation meet their needs? Let's take ANZ as an example. From 2007 to 20 10, the company expanded its business to Asia and conducted large-scale recruitment, so it decided to improve the leadership training process. The focus of process reform is the company's key business areas, including areas with important strategic value, requiring a series of scarce capabilities, and producing different results due to employee performance, as well as areas where job vacancies will endanger the company's business continuity and development momentum.

Geopolitics, commerce, industry and employment are changing so fast that we can't predict what kind of capabilities will succeed in just a few years. Therefore, it is very important to identify and cultivate potential talents. Look for talents with strong motivation; Dare to be the first in the pursuit of challenging goals; Be modest and put the collective above the individual; Strong curiosity, never satisfied with exploring new ideas and methods, can see all kinds of connections that others can't see; Actively participate in the work and interact with others; And the determination to overcome setbacks and obstacles. But this does not mean ignoring factors such as intelligence, experience, performance and specific ability, especially those related to leadership. In short, no matter what level of organization, the most important thing now is to find, appoint and retain high-potential talents and give full play to their potential.

What other qualities should we pay attention to?

Although potential is the decisive factor for today's executives, we can't ignore the experience and lessons accumulated in evaluating talents over the years.

IQ. You may not need to take an IQ test, but you still need to judge the overall intelligence level of the candidate by examining academic qualifications, past work experience and interviews, including the ability of analysis, language, mathematics and logical reasoning. What you are looking for is not a genius, but a candidate who can do most of the work and have a certain IQ. Because IQ is not easy to change over time, as long as it can meet the needs of the position to be recruited.

Values. Values are very important and inseparable from job requirements. Interviews and background checks can not only judge key qualities such as honesty and integrity, but also know whether candidates agree with the core values of the organization.

Leadership. Although it is not enough to represent all, some abilities do help to evaluate executive candidates. Although positions and organizations are different, the best leaders often have eight abilities.

1. strategic positioning: the ability to participate in extensive and complex analysis and conceptual thinking.

2. Market insight: Have a deep understanding of the market and know its impact on the company's business.

3. Result-oriented: Have a clear sense of responsibility for improving key business indicators.

4. Customer influence: enthusiasm for serving customers.

5. Cooperation and influence: Ability to cooperate effectively with colleagues and partners, including leadership.

6. Organizational development: Have the motivation to attract and train elite talents to improve the company.

7. Team leadership: Being able to concentrate, unite and build an efficient team successfully.

8. Ability to change: the ability to reform and unite organizations to achieve new goals.

Interviews and background checks are not only used to assess the above abilities, but also to assess the potential of determining whether candidates have demonstrated these abilities in similar situations in the past.

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