Expert: Leo Lingham - 11/2/2008

Question
Dear sir!
I heart about "9-box performance and potential matrix",
The matrix is used to evaluate an organization’s talent pool. Here’s the basic format: "The X axis (horizontal line) of 3 boxes assesses leadership performance and the Y axis of 3 boxes (vertical line) assesses leadership potential. A combination of Y and X axis makes up the box within the grid that the leader is placed. 1A - High Performance/High Potential, 3C - Low Performance/Low Potential", etc...
I want to understand inside. Pls help me, show me what is it? and give me some examples that how was it used in organization’s talent pool.

Thank sir!


Answer
TIEPNK,
HERE  IS  SOME  USEFUL MATERIAL.
REGARDS
LEO LINGHAM
====================================================
Using the performance and potential matrix to assess talent


What is it?
The matrix is used to evaluate an organization’s talent pool. Here’s the basic format:
The X axis (horizontal line) of 3 boxes assesses leadership performance and the Y axis of 3 boxes (vertical line) assesses leadership potential. A combination of Y and X axis makes up the box within the grid that the leader is placed. 1A - High Performance/High Potential, 3C - Low Performance/Low Potential, etc...

Why use it?
1. It’s a simple way to assess any population of leaders on two important dimensions
2. It’s a great way to facilitate a dialog amongst a senior leadership team. Teams use it to calibrate their expectations and ratings
3. With a good open debate, the multiple perspectives provide for a much more accurate assessment (vs. one person’s opinion)
4. The process can facilitate a shared sense of ownership for the organizations talent pool
5. It’s a great way to identify development needs and transition to development planning

How to use it
The tool is best if used by a team and facilitated by someone who has experience with the process. This could be an HR person, OD consultant, or someone responsible for leadership development or succession planning. You should present the tool and process to the team to make sure they all understand and buy in to the purpose and process. Don’t underestimate the amount of anxiety if a team has never done anything like this before (a ranking exercise). It’s best to decide ahead of time how performance will be assessed (use a leadership competency model if you have one) and how potential will be assessed (again, best to decide ahead of time – I use specific potential criteria). You could also ask for any other relevant information, such as years in current position, diversity status, retention risk, or relocatability. I usually have each manager plot their direct report managers (one level at a time, so we’re comparing apples to apples) and send their completed grid to me. I then consolidate all of the names on to one grid. Either as part of a multi-day off-site meeting or a standalone four hour meeting bring copies of the consolidated grid and start the discussion.
It’s easier picking someone in the 1A box (highest performance and potential) where you think there may be little disagreement. Ask the sponsor manager to explain the rationale for the assessment. Ask lot’s of why’s, then invite all others to comment. Don’t rush it, the benefit of this process is in the discussion. After all have been heard from, if there is agreement, then you have a benchmark for all others to compare against. If disagreement in perception, ask the sponsor manager if they want to change their mind based on the feedback – usually they do – but if not, leave it. Pick another name until you establish the benchmark. You can then discuss rest of the names in the 1A box, then move to the bordering boxes (1B and 2A). Then move to the 3C box, and again, facilitate a dialog to establish another benchmark. Continue the discussion for each person, or as many as time permits. If time, or most likely at a follow-up meeting, the team can then discuss development plans for each leader. For succession planning, the focus should be on the upper right hand corner boxes (1A, 1B, and 2A) – this is your high potential pool.

Next Steps
Follow-up on a quarterly basis to monitor development plans. Repeat the assessment process at least once a year.


Here's a breakdown for each of the nine boxes. These are of course just general guidelines, and judgement needs to be applied depending on context and the unique needs of the individual leader.
1A (high potential, high performance):
· Stretch assignments, things they don’t already know how to do, assignments that take them beyond their current role; high profile, where stakes are high
· Give them a “start-up” assignment, something no one has done, a new product, process, territory, etc…
· Give them a “fix-it” assignment, a chance to step in and solve a problem or repair someone else’s mess
· Job change, rotations, job swaps, - an opportunity to experience a brand new role, short term or long term
· Help them build cross-functional relationships with other A players
· Find them a mentor – at least one level up. Provide an internal or external coach
· Access to exclusive training opportunities
· Access to meetings, committees, etc… one level up; exposure to senior managers, VPs; advisory Councils
· Watch out for signs of burnout
· Watch for signs of retention risks; know how to “save” a hi-po
· Next level up exposure, responsibilities, shadowing
2A (high performance, moderate potential):
· Development activities similar to 1A
· Difference is often degree of “readiness” for larger roles. Development is preparation for longer term opportunities
3A (high performance, limited potential):
· Ask what motivates them and how they want to develop
· Provide recognition, praise, and rewards
· Provide opportunities to develop in current role, to grow deeper and broader capabilities and knowledge
· Provide honest feedback about their opportunities for advancement if asked
· Watch for signs of retention risks; know how to “save” a “hi-pro” (high professional)
· Ask them to mentor, teach, and coach others
· Allow them to share what they know, presentations at company meetings, external conferences, to be “the highly valued expert”
=====================================================

1B (good/average performance, high potential):
· Development activities similar to 1A
· Difference is current performance level
· Focus more on competency gaps that will move them from B to A performance; good to great performance
2B: (good/average performance, moderate potential):
· May not be eager or able to advance; don’t push them, allow them to stay where they are
· Continuously check-in regarding willingness to advance, relocate
· Provide occasional opportunities to “test” them
· Provide stretch assignments
· Provide coaching and training
· Help them move from “good to great”
· Tell them they are valued
· Listen to their ideas
· Praise their accomplishments
· Trust them
3B (good/average performance, limited potential):
· Combination of performance management, training, and coaching to help them move from “OK to good”
· Provide honest feedback about their opportunities for advancement if asked
=============================================
1C (poor performance, high potential):
· Find out the root cause of poor performance and together develop an action plan to improve
· Consider moving the high potential to a different role (may have been a poor fit)
· Provide additional support, resources
· Look for ways to “attach” to 1As, 1Bs, or 2As
· After a “reasonable” period of time, if performance does not improve, then re-examine your potential assessment
2C (often used for leaders too new to rate):
· Focus is on boarding, orientation, relationship building
· Provide a peer mentor
- Provide formal new leader training
3C (poor performance, limited potential):
· Use a performance management approach, not a developmental approach
· Improvement action plan vs. an IDP [INDIVIDUAL   DEVELOPMENT  PLAN]
· Clarify expectations
· Identify and remove “blockers”, poor performers that are standing in the way of high potentials · Provide clearly defined goals
· Be explicit about the ways in which they must improve
· Provide remedial coaching and feedback
· After trying all of the above, after a ”reasonable” amount of time, move the person out of the role. Dismiss or move to individual contributor role
##############################################################