Business leaders, how do you approach the development of high-potential employees, and can you share a success story?

Question

Developing high-potential employees is a critical aspect of organizational success. This article delves into effective strategies for nurturing and empowering future leaders, drawing on insights from industry experts. From personalized growth paths to balancing autonomy with mentorship, discover proven approaches to transform promising talent into impactful leaders.

Ben Lamarche · Answer

When I see potential in an employee, I don't just start handing them every development program under the sun. Instead, I take the time to observe, listen, and truly understand where their strengths lie. From there, I build a strategy that supports growth in the areas where they can truly thrive, and where it makes the most sense for our business at Lock Search Group.
That kind of focus matters. Trying to grow in every direction at once only leads to burnout. Plus, the world we work in today values specialization. Deep, niche expertise is often more impactful than broad but shallow knowledge.
One example that stands out: I had an employee who was a solid recruiter, but what really caught my eye was how naturally he worked with our CRM. He was spotting patterns even our AI tools missed, and those insights were leading to real improvements in how we managed client relationships.
So, I pulled him aside and asked if he'd consider pivoting into a more dedicated customer relations role. When he showed interest, I had a plan and program ready to go.
He took the leap, and it paid off. He's now a standout in customer relations and even rebuilt our CRM approach from the ground up. All because I paid attention to the one area where he truly excelled and gave him the support to follow it.

Joe Spisak · Answer

At Fulfill.com, developing high-potential employees is a cornerstone of our growth strategy. I approach talent development with the same data-driven mindset we bring to matching eCommerce businesses with the right 3PL partners.
First, I believe in creating personalized development paths. Just as we wouldn't recommend the same fulfillment solution to every business, we recognize that each team member has unique strengths and growth areas. We map these against both their career aspirations and our company's strategic needs.
Mentorship has been transformative for us. I personally meet with our rising stars monthly, and we've implemented a structured program pairing senior team members with high-potential employees. This knowledge transfer is crucial in the logistics space, where experience often trumps theory.
Cross-functional exposure has delivered incredible results. Last year, we had a brilliant analyst who showed leadership potential but lacked client-facing experience. We created opportunities for her to join client calls, eventually leading her own onboarding sessions. Today, she heads our client success team and has pioneered innovations that improved our match success rate by 22%.
I'm a big believer in "stretch assignments" – challenging projects that push people beyond their comfort zones. When we expanded into cold chain logistics, we assigned a promising operations specialist to lead the research. He immersed himself in temperature-controlled fulfillment, identified the right partners, and developed our cold chain offering that now serves over 200 clients.
The 3PL world evolves rapidly, so continuous learning is non-negotiable. We invest in formal education but also encourage self-directed learning through our knowledge-sharing platform where team members document insights from client engagements.
The most rewarding aspect? Seeing these investments pay off when our people accomplish things they didn't think possible. Their growth directly translates to better solutions for the thousands of eCommerce businesses we serve daily.

Savio Pinto · Answer

As a business leader, I believe the development of high-potential employees begins with recognizing their unique strengths and aspirations, and then aligning those with the organization's strategic goals. My approach involves a combination of structured development plans, mentorship, stretch assignments, and continuous feedback. I also emphasize creating a psychologically safe environment where they feel encouraged to take risks and learn from failure.
One success story that stands out is a junior team member who showed strong analytical thinking and leadership potential early on. I worked with them to design a tailored development plan that included cross-functional projects, regular coaching sessions, and exposure to senior leadership. Over the course of 18 months, this individual led a process improvement initiative that resulted in a 20% efficiency gain for our operations team. They are now leading a team of their own and continue to grow as a key contributor to the business.
This experience reaffirmed my belief that when we invest in the right people and give them the tools and support they need, they not only grow — they elevate the organization as a whole.

Derek Pankaew · Answer

One thing I've learned about developing high-potential employees? Don't promote them. At least not right away. Give them gravity instead.
Let me explain.
Promotions are the obvious path—but sometimes they create more problems than momentum. Titles inflate faster than the actual skills required to lead. So instead, I focus on giving high-potential team members gravity: a mix of influence, autonomy, and messy responsibility that forces them to level up in real time.
A couple of years ago, I spotted one of our most promising hires—a quiet product designer who had a sharp eye for systems but rarely spoke up in meetings. Rather than promote her to "lead" prematurely, I asked her to shadow me during a chaotic project kickoff that spanned three teams and had no clear owner. Then I casually said, "I'm going to disappear for three days. Try steering the ship. I'll back you if anything goes sideways."
She panicked. Then she led. She over-communicated, clarified expectations, unblocked two teams, and presented the early wireframes to stakeholders as if she'd been doing it for years. When I came back, she didn't need a title to lead anymore—everyone already saw her that way. That project became the foundation for a formal leadership role she designed herself.
That's the secret sauce: stretch their scope, not just their ladder. Let them feel the weight of real impact before you slap a title on their LinkedIn. It builds resilience, judgment, and confidence—and honestly, it's a better litmus test than any performance review ever written.
So when I see someone with potential, I ask: "What's the hardest thing you're not technically responsible for yet?" Then I quietly give it to them.

Beth Forester · Answer

I've been fortunate to experience firsthand what it means to grow within a company. Over the course of my career, I was promoted from individual contributor to Director, then VP, and ultimately CEO—all within the same organization. That journey fundamentally shaped how I think about developing high-potential employees.
Potential isn't always about who speaks up first—it's often about who leans in, solves hard problems, and earns trust over time. My role as a leader is to create the conditions where that kind of potential can thrive: clear goals and expectations, psychological safety, and ongoing stretch opportunities that build confidence.
One success story I'm especially proud of is our current leadership team—two of whom rose through the ranks after taking bold bets, navigating ambiguity, and consistently delivering impact. When you grow leaders from within, you don't just gain loyalty and institutional knowledge—you build a culture that believes in possibility.
I set aside time each quarter to hold one-on-ones with employees across the company who've been identified as rising stars. It's a chance to listen, spot leadership traits early, and explore how I or Animoto can support their growth—whether that means leading a high-impact initiative, gaining cross-functional exposure, or simply building the confidence to share their perspective more freely.
I also work to foster a culture where people feel safe bringing ideas forward. Through structured brainstorms, asynchronous collaboration tools, and open problem-solving forums, we encourage experimentation and iteration. One of our principles is that "there are no bad ideas—only learnings"—because innovation happens when people have the courage to fail forward. As a result, I'm proud that employees often approach me with new ideas to support our customers and help build a better workplace.
If I've learned anything, it's that investing in potential isn't just good leadership—it's good business.

Tim Hodnicki · Answer

In the electrical trade, our team approaches the development of high-potential employees through structured apprenticeship programs that combine hands-on fieldwork with formal education. Every apprentice is paired with a seasoned journeyman and enrolled in continuing technical training, including code updates, safety procedures, and advanced system integration. We also emphasize soft skills like client communication and job site leadership early in the process.
One of our best success stories is an apprentice who joined us straight out of vocational school. He was naturally curious and always asked the right questions. We provided him with increasingly complex tasks and sent him to Ultimate Tech for accelerated training. Today, just five years later, he's one of our lead foremen running large-scale commercial projects with a team of his own. His growth reflects our commitment to nurturing potential with real responsibility.

David Zhang · Answer

Developing high-potential employees is one of the most critical investments a business leader can make. My approach begins with identifying employees who are not just skilled but also passionate and driven to grow. From there, I focus on creating personalized development plans tailored to their strengths and career aspirations. This often involves a combination of mentorship, targeted training programs, and exposure to high-impact projects. 
One of my most rewarding success stories involves an employee who started in an entry-level role. Recognizing their potential, I assigned them to lead a small project under close mentorship. They thrived under the added responsibility, producing impressive results and demonstrating exceptional leadership qualities. Over time, I continued to expose them to more complex challenges, guiding them each step of the way. Today, they hold a senior leadership position within the company, contributing significantly to our strategic goals.
My advice to others is to prioritize open communication and actively listen to employees' career goals. Equip them with the resources they need to succeed and have the patience to support them through mistakes and learning experiences. Investing in high-potential employees not only strengthens your team but also fosters a culture of loyalty and mutual growth that benefits the entire organization.

Dan Grigin · Answer

I assign high-potential employees to solve real business challenges rather than following predetermined development tracks. Our most successful case involved a showroom assistant with exceptional customer rapport but limited technical knowledge. Instead of conventional training, I tasked her with creating a streamlined explanation of flooring sustainability certifications—a persistent customer pain point. She independently researched industry standards, interviewed environmental experts, and developed a visual guide that increased eco-friendly flooring sales by 32%. This project revealed her talent for translating complex information while addressing an actual business need. She's now our sustainability specialist and has implemented a recycling program that's reduced waste costs by 40%, accomplishments no traditional development plan would have uncovered.

Van Lai · Answer

At WorkSmart Advantage, we approach the development of high-potential employees not as a one-size-fits-all solution, but as a creative and strategic investment in the future of an organization. Through our Leadership Canvas™ program, we guide high-growth companies to recognize and nurture emerging leaders by helping them build self-awareness, psychological safety, and the ability to lead with both confidence and curiosity.
The foundation of our approach is Creative Integration™—we combine proven leadership development techniques with creative tools like LEGO® SERIOUS PLAY®, visual storytelling, and reflective practices that allow individuals to better understand their unique leadership style and how it connects to organizational goals. This fosters leaders who not only drive results but elevate others.
One success story that stands out: A tech company we partnered with was scaling quickly, promoting high performers into leadership roles without formal training. Their new managers were struggling with people challenges, decision-making, and burnout. We launched a tailored Leadership Canvas™ cohort program focused on psychological safety, the innovator's mindset, and collaborative leadership.
One participant, a brilliant but introverted engineer, emerged as a transformative leader. Through the program's reflective and creative exercises, he gained clarity around his leadership strengths, improved his communication skills, and learned how to foster trust and engagement within his team. Within six months, his team's performance metrics improved significantly, and he was tapped to lead a new innovation initiative for the company.
High-potential employees thrive when they're given the structure, tools, and space to grow as people—not just as performers. That's what the Leadership Canvas™ delivers: sustainable leadership development with real human impact.

Brett Ungashick · Answer

Developing high-potential employees requires a strategic, personalized approach that goes beyond traditional promotions. As a business leader, I start by identifying high-potential talent through a combination of formal assessments, performance reviews, and manager recommendations, ensuring objectivity and alignment with our organizational goals. Once identified, these employees are provided with tailored development plans that include a mix of enrichment training, stretch assignments, cross-functional projects, and mentorship opportunities. This approach not only builds their skills but also exposes them to new challenges and areas of the business, fostering resilience and broadening their expertise.
A critical component of our strategy is engaging senior leaders in the development process. We encourage executives to mentor high-potential employees, participate in leadership workshops, and provide candid feedback. This direct involvement signals the value we place on these individuals and helps cultivate a culture of growth and recognition. Additionally, we emphasize lateral moves and cross-training, allowing employees to take on diverse roles and projects that align with their interests and aspirations. This keeps them engaged and motivated, even when immediate promotions are not available.
One success story comes from our rotational leadership program, where a high-potential marketing manager was allowed to lead a cross-functional team on a critical product launch. Through mentorship, targeted training, and exposure to new business areas, she not only delivered outstanding results but also developed the strategic acumen needed for senior leadership. Her success inspired others, increased collaboration across departments, and ultimately led to her promotion to a director-level position, demonstrating the long-term impact of investing in high-potential talent.

Niclas Schlopsna · Answer

Developing high-potential employees is about giving them the space to shine and the tools to succeed. At Spectup, we prioritize exposing team members to challenges that stretch their abilities without overwhelming them. I remember when one of our consultants, early in their career, was tasked with preparing a pitch deck for a startup aiming for Series A funding. It was a daunting project, particularly with tight deadlines and a high-stakes investor meeting. Instead of micromanaging, we provided them with a clear roadmap and access to one of our more experienced members for support.
To my delight, they not only delivered on time but crafted a deck so compelling that the client secured interest from three major investors within weeks. The key was creating a balance between autonomy and mentorship. We've also implemented regular "progress snapshots," quick reviews where employees can share their work and receive constructive feedback, fostering growth without a sense of hierarchy. My advice? Invest your time in coaching rather than controlling. It's immensely rewarding--both for you as a leader and for the individual who starts realizing their own potential. Watching team members thrive never gets old, and it's always a win-win for the company and its people!

Kerby Pickens · Answer

I think there are many amazing ways to approach the development of a high-potential team member. First, understanding how and what they want to grow. Are they looking to expand their technical, leadership, or communication skills? From there, I've deployed techniques like peer-to-peer mentoring, book studies, and stretch assignments. That, along with dedicated time during our 1:1s or other development-focused sessions, has led to some amazing growth. 
A quick story: One of the lead designers on my team was outperforming everyone else and expressed an interest in leadership as her next step. Once I knew where she wanted to go, I sought out opportunities for her to lead projects within the department and even started getting her exposure outside of the department with the executive team. When I was asked to help design the program for our annual offsite, I gave her the opportunity to lead most of that initiative. In the end, not only did she gain extra visibility, but she also started to hone her leadership and project management skills.  
Ultimately, establishing trust with your high-potential team members is essential for facilitating their growth, and you will likely experience growth yourself as well!

Dhari Alabdulhadi · Answer

Identifying high-potential workers' abilities and providing them with short-term project leadership opportunities are the first steps in developing them. I emphasize individualized mentoring, candid criticism, and challenging assignments that test their development. For example, we paired a young team member with a mentor and gradually increased her responsibilities as she demonstrated strong leadership abilities. In less than a year, she oversaw a significant client project that exceeded expectations, earning her a promotion to management. The main takeaway is to believe in your budding stars, support their development, and provide them with genuine opportunities to succeed.

Rommel Regino · Answer

Supporting high-potential employees is all about intention and balance. First, we look for people who not only perform well but also match our vision and values. Then, we craft personalized growth plans with challenging assignments and leadership coaching to stretch their skills and confidence. At Inspiro, for example, we had an operations manager ready for more. With the right mentorship and chances to work on different types of projects, she seamlessly stepped into a client solutions leader role. Not only did she exceed growth targets, but she also built stronger client connections, which meant higher retention and revenue for our team. Giving people the right opportunities really does transform potential into impactful leadership.

Jon Hill · Answer

Once I've identified a high-potential employee, I move quickly—and I think that's critical. Too often, leaders spot standout talent but then sit back, assuming growth will happen on its own. However, even the most capable employees need direction and support. Leaving it to chance is a missed opportunity for everyone.
If you genuinely believe someone has the potential to help move your company forward, then you need a plan for what that growth could look like. It doesn't have to be perfect or rigid, but it should be intentional.
For me, that means putting real structure behind the development process. I might start by giving them stretch assignments, expanding their responsibilities, or including them in higher-level conversations. Sometimes that means simply inviting them to observe a strategic meeting or take on a side project that exposes them to a new function of the business. Exposure matters, and so does trust.
But all of this only works if you're transparent. I've learned that high-potential employees respond best when they understand what's at stake—when they see themselves as part of something bigger and know why you're investing in them. So I'm upfront about what I see in them, where I think they could go, and how we'll get there together.
When I've paired clear intention with a real support system, the results have been lasting loyalty and accelerated growth. The employee feels seen and challenged, and the company gains a future leader who's already invested.

Kritika Kanodia · Answer

As a business leader, my approach to developing high-potential employees revolves around mentorship, continuous learning, and empowering them with opportunities. It's important to identify their strengths and areas where they can grow, then create a plan that offers both support and challenge. I believe in fostering an environment where employees feel valued, trusted, and equipped to take on leadership roles.
One success story I'm particularly proud of comes from Kalam Kagaz. One of our team members, who started in an entry-level position, showed exceptional promise in content development. By providing them with mentorship, additional training, and gradual responsibilities, they quickly rose to a managerial role, overseeing a team of writers. This growth was the result of ongoing support and providing them with the right opportunities to lead projects. It's incredible to see how a bit of guidance and trust can unlock someone's full potential.

Steve Faulkner · Answer

The first thing I recommend to other leaders is putting a system in place to identify high-potential employees early. The sooner you can begin working with them, the better your chances of retaining that talent and accelerating their development. Identify the performance metrics that correlate with high potential and track them regularly. At the same time, look beyond the numbers. Pay attention to feedback from clients and peers to spot qualities like leadership ability, initiative, and strong problem-solving skills.
Once someone is identified as a high-potential employee, the next step is to sit down with them and understand their career aspirations. From there, collaborate on a development plan that aligns their professional goals with your company's long-term needs. That plan might include mentorship, specialized training, certifications, stretch assignments, or cross-functional projects to broaden their exposure. I also find it helpful to map out a possible career path so the employee sees how they can grow within the organization. This level of transparency builds trust and commitment. Just as importantly, it ensures your investment is aligned with their interests—there's little value in preparing someone for leadership if they aren't interested in taking on that role.
This approach has worked well for us at Spencer James Group. Both of our senior recruiters began their careers here as junior consultants. One has now been with us for 13 years, and the other for 5. Their progression into leadership roles and their long tenure reflect the value of identifying high performers early and working with them to shape their careers. I genuinely believe that kind of long-term success starts with intentional development from the outset.

Evan Tzivanakis · Answer

What I personally do is give employees real responsibility early, paired with strong mentorship. I believe that it's not about endless training but about putting them in situations where they have to think, adapt, and lead, with support when they stumble. One standout was a junior hire we trusted to lead a product launch. It was rough at first, but with coaching and feedback loops, she not only pulled it off, she ended up running the entire product line within 18 months.

Georgi Petrov · Answer

I approach high-potential employees the same way I approach scaling an ad campaign--spot the signal early, double down on what's working, and create a feedback loop that never stops.
One of my proudest moments was with a junior media buyer I hired a couple of years ago. She didn't come from a big agency background, but she had insane curiosity and the guts to test unconventional strategies. Instead of boxing her into SOPs, I gave her full ownership of a smaller account, paired her with me for weekly strategy calls, and set clear but flexible KPIs. Within three months, she was outperforming more senior staff, and by the end of year one, she was running $200K/month in ad spend across multiple verticals.
The key? Let them fail safely. Give them visibility. And recognize that sometimes the "potential" isn't in the resume--it's in how they think, how they ask questions, and how they bounce back.

Nikita Sherbina · Answer

Developing high-potential employees is something I take seriously. I focus on identifying individuals who show not just strong performance but also a genuine eagerness to learn and grow. Once I spot these individuals, I collaborate with them to craft personalized development plans that align with their career goals and the organization's objectives. This often involves assigning them to challenging projects, facilitating cross-functional collaborations, and providing access to leadership training programs.
A success story that resonates with me is that of Parul Gupta, a production engineer at Meta. Despite facing initial challenges like impostor syndrome and adjusting to a male-dominated environment, Parul's resilience and proactive approach led her to achieve two promotions within two years. She attributes her success to a combination of technical expertise, soft skills, and active involvement in industry activities. Her journey highlights the significance of offering high-potential employees the necessary resources and support to excel.
By creating an environment that promotes continuous learning and development, I strive to nurture leaders who can propel the organization to new heights.

Arsen Misakyan · Answer

At LAX Car, we work hard to retain and develop top talent, and we strive to offer opportunities for personal growth based on the strengths and needs of the business. One of the things I do is identify team members with initiative who are motivated to progress, partner them with mentors, provide them training on leadership, and give them increasingly challenging projects.
A success story that stands out is about one of our operations managers. When I hired him, he had very strong potential as a logistician but had minimal experience in leadership. I signed him up for a leadership development program and had him lead smaller assignments during peak seasons. He eventually grew in confidence and is now an instrumental leader in our business, introducing new systems that have made our vehicle turnaround times 18% faster in the busy season.
It proved to me the value of human investment. We accomplished this by developing a clear career path and fostering a growth mindset. Not only are we able to increase the performance of our employees, but we also get to participate in the success of the company. I would say invest in, nurture, and grow with talented individuals through in-house experience, mentoring, and training, as it can bring wonders.

Payal Gupta · Answer

At Tecknotrove, our approach to developing high-potential employees revolves around early ownership and continuous mentoring. We don't just assign tasks--we assign impact. From the start, high-potential team members are given real problems to solve, along with the guidance and trust they need to grow.
One standout example is a young engineer who joined us with a strong technical background but limited industry exposure. Instead of easing him into routine work, we placed him on a high-stakes defense simulator project with a clear objective and room to innovate. He was paired with a senior mentor and encouraged to present directly to clients and stakeholders.
The result? Not only did he deliver a key module that enhanced the simulator's functionality, but he also developed cross-functional leadership skills far earlier than expected. Within a year, he was promoted to lead a team working on our international projects.
The key is to see potential not just as talent, but as readiness for responsibility. When you nurture that with trust, challenge, and support, you don't just grow employees--you grow future leaders.

Kristin Marquet · Answer

As someone who has built a business rooted in frameworks, visibility strategy, and emotional intelligence, I approach the development of high-potential team members by giving them structured autonomy—clear frameworks to guide their decisions, paired with the freedom to make their work their own. I don't believe in micromanaging; I believe in teaching people how to think, not what to do. Whether they're working on a media pitch, a client strategy, or a product funnel, I share the "why" behind the process so they can start to lead within their zone of genius.
One success story: I had a junior team member who started with basic PR support but showed a natural talent for digital strategy and pattern recognition. I gave her ownership of a low-stakes brand funnel experiment under the FemFounder umbrella, including the opportunity to review analytics and optimize. Not only did she drive a 40% increase in lead magnet conversions, but the experience also gave her the confidence to pitch a new client onboarding process—which we now use across the agency. The takeaway? When you invest in someone's development through mentorship and meaningful responsibility, you don't just grow their skills—you grow your business.

Omero Flores · Answer

Our philosophy centers on investing in continuous education and giving rising talent opportunities to lead small projects. One apprentice came to us with zero HVAC experience but had strong mechanical aptitude. After two years of training and certifications, he's now training others and running service diagnostics on his own. That kind of growth benefits the whole team.

Jason Napolski · Answer

In the pest control industry, the foundation of employee development starts with trust, education, and mentorship. We identify high-potential team members early by their initiative, problem-solving skills, and customer rapport. Our apprenticeship program includes hands-on field experience, classroom-style training on pest behavior and chemical safety, and ongoing support from senior technicians.
One of our standout employees began as a seasonal hire assisting with basic services. He quickly stood out with his eagerness to learn and strong attention to detail. After completing our apprenticeship and earning state certification, he became a full-time technician. Within three years, he was promoted to route supervisor and now helps train new apprentices himself. His journey is a reminder that with the right guidance and investment, entry-level hires can become tomorrow's leaders.

How Do You Approach the Development of High-Potential Employees?

How Do You Approach the Development of High-Potential Employees?

Nurture Strengths Through Focused Development

Create Personalized Paths for Rising Stars

Invest in Tailored Growth Opportunities

Empower Through Challenging Responsibilities

Foster Internal Growth for Long-Term Success

Combine Hands-On Experience with Formal Training

Address Real Business Challenges Creatively

Integrate Creative Tools for Leadership Development

Balance Autonomy and Mentorship for Growth

Provide Space to Shine with Support

Foster Trust and Facilitate Targeted Growth

Offer Genuine Opportunities for Success

Transform Potential into Impactful Leadership

Accelerate Growth with Intentional Support

Unlock Potential Through Guidance and Trust

Align Career Goals with Company Needs

Pair Responsibility with Strong Mentorship

Scale Talent Like Ad Campaigns

Craft Personalized Plans for Future Leaders

Invest in Human Capital for Company Success

Assign Impact, Not Just Tasks

Provide Structured Autonomy for Development

Grow Skills Through Mentorship and Responsibility

Build Leaders Through Education and Opportunity

Transform Entry-Level Hires into Industry Leaders