Top performers - 'stars' - are not born, nor do they just happen by accident. They are 'made'. The farsighted organization anticipates what kind of people it will need in the future (a 2 to 5 year frame) and sets out to develop them - today!

If our intention is to create something as important as our future potential, then we need to start with a plan. We must define what we need, and precisely how we are going to achieve it - a Potential Development Plan (PDP). Here's a list of core ideas upon which you could build your exact requirements.

Let's start with the key components, those aspects that deserve our attention as we describe future potential. A sample list is presented here in a 'five-by-five' format - five areas each containing five elements. Just add any special items that may apply in your particular situation, or you may choose to develop a list of your own.

Next we need a planning process - again a five point consideration . This begins with a retrospective, an analysis of personal history, followed by an examination of present circumstances. Then we can look at future options and strategies, reinforcing processes and finally commitment levels. The five stages for planning could be:

• History - what are the five most important learning points that can be derived from the subject's life experience to-date. Does this suggest five important Critical Measurement Indices or 'pulse points' to monitor in the future?
• Current - how is the candidate oriented in the present assignment, how focused and energized, and what is the relevancy of actions to desired objectives?
• Future - how is the candidate oriented in the present assignment, how focused and energized, and what is the relevancy of actions to desired objectives?
• Reinforcement - what would be the 'milestones' - the markers along the way that show progress, and are alternating growth and consolidation periods a practical consideration?
• Commitment - consider the degree of desire to invest effort, the mutuality of personal and corporate objectives, the amount of detail required in planning, the visibility of goals and action and, of course, the follow-through needed.

These are the 'bare bones' of a workable People Potential Development Plan. For each application you'll need to assess the individual's potentials for growth within your corporate environment - present and projected, formulate a contract for that growth, and also set up a monitoring and reinforcing program. These topics will be covered in the next three issues of our Touching Base newsletter.

If you would benefit from some more detailed advice and/or input, please call us. We'd love to explore some related ideas with you.