How Office Politics Corrupt the Search for High-Potential Employees

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Garry Gay/Getty Images

Few topics have captivated talent management discussions more intensely than potential. The obsession with predicting who may be a future star or the next top leader has influenced academic research and human resources practices alike. But how good are we at evaluating human potential? The answer is, it’s mixed. On the one hand, science has given us robust tools and powerful theories to quantify the key indicators of future career success, job performance, and leadership effectiveness. On the other hand, in the real world of work, organizational practices lag behind, with 40% of designated “HiPos” — high-potential employees — not doing well in the future and at least one in two leaders disappointing, derailing, or failing to drive high levels of engagement and team performance.

The main reason underlying this bleak state of affairs is that HiPo nominations are contaminated by organizational politics. To be more precise,

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Marathon #25: Run Crazy Horse in South Dakota

I finished marathon #25 today and checked South Dakota off the list. I ran it with ten friends (nine of us did the marathon, two did the half) who were all part of my Chorus team that I started in June.

While this was one of the most enjoyable marathon weekends that I’ve had, it was a rough marathon for me. I finished it in a personal worst of 5:58:26 (gun time right at 6:00:00 – the clock said 5:59:59, but the website says 6:00:00.)

Things went wrong almost from the beginning. The weather was in the low 30s so I couldn’t decide whether to wear pants or just run in shorts. I was hot in the first mile and my stomach was rumbling. At mile three, we looped back around to the start so I went into the Crazy Horse Visitor Center, took my pants off, and took

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The Feature -> Product -> Company Continuum

I’ve been thinking about the continuum between a feature, product and company a lot recently. Specifically the challenge that companies have as they move across this continuum, how rare that last category really is, and the combination of product idea and market potential that is required for companies to actually make it to Company status.

Most companies begin life somewhere between a feature and a product. They’re started by an entrepreneur trying to solve some problem that s/he finds compelling and generally that problem is a feature of some larger set of problems. At this stage most entrepreneurs are given the advice to “focus”. It’s good advice (and advice I give all the time) but does sometimes perpetuate the feature-ness of the business – you spend your time and effort narrowly on a small number of related features and while you may have some inclination for how these stitch together

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The Unknown Path to a Decentralized Future

Today’s post is over at USV.com on “The Unknown Path to a Decentralized Future.” Here is the opening:

Some companies with currently centralized services have been criticized for issuing tokens and raising money in ICOs. There are even allegations that venture investors are pushing companies to do so as a ploy for liquidity. I suspect that some situations like that do actually exist, but I know from first hand conversations that many of the entrepreneurs pursuing this route are doing so out of a genuine conviction that it is the right path to a decentralized future.