Leadership Development
CLICK HERE BEFORE STARTING
9-Box and Calibration Training
start
Objectives
Objective 05
Objective 03
Objective 02
Objective 04
Objective 01
Analyze scenarios leading to employee placements in different boxes
Demonstrate providing constructive feedback during Talent Calibration sessions.
Develop action plans for future Talent Calibration sessions to ensure fair assessments.
Apply targeted interventions to support employees based on their box placement.
Identify and explain each box in the 9-box grid for talent assessment.
This training is for All Service Express leaders.
9-Box
Leaders can use this tool to assess their employees' talent, so they can support each one in the way they need.
Performance v. Potential
Calibration Session
During the Talent Calibration session, you will:
- Review where you placed your employees on the 9-Box
- Share your rationale behind your placements
- Provide open, honest, and constructive feedback on other employees who report to other leaders based on your experience and observations
- Share your initial thoughts on actions that you can take to further develop, leverage, and engage your talent
Index
Box 2
Box 3
Box 1
NEW TALENT (0-6 Months)
UNDERPERFORMER
SOLID PERFORMER
Box 4
Box 5
Box 6
CORE TALENT
HIGH PERFORMER
MISALIGNED TALENT
Box 9
Box 8
Box 7
EVOLVING TALENT
TOP TALENT
EMERGING TALENT
Box 1
Improve Performance or Exit the organizationConsider Reassignment, Reclassification or Exit
UNDERPERFOMER
Box 1 - UNDERPERFORMER
Go to page # of workbook
LOW Performance LOW Potential
How Does an Employee get here?
- Faces persistent challenges in meeting basic performance expectations.
- Shows limited interest in skill development or career advancement.
- May require a performance improvement plan or role reassessment.
Box 1
Go to page # of workbook
Consider this scenario
Tony's Trial: Struggling Now, Seeking a Path
Tony, in an entry-level position, has faced challenges in meeting basic performance expectations and has not expressed interest in additional responsibilities or skill development. The organization is exploring a performance development plan to address current challenges. 1. What is one thing you can do to support Tony? 2. How would you feel if you were in Tony's shoes? 3. What would you want from your leader if you were Tony?
Box 1
Go to page # of workbook
Calibration Session
1. What rationale would you share for Tony's box placement? 2. If one of your peers had a "Tony" on their team, what feedback would you share with them during the calibration session? 3. What would you do to be confident in your decision-making for Tony's placement? 4. How would you make sure that your placement of Tony is not based on unconscious biases? 5. What would be your next steps following the Calibraiton session for you and Tony?
Tony's Trial: Struggling Now, Seeking a Path
Considering Tony's box placement, think of how you would prepare for the calibraiton session and what you hope to receive from the session.
Box 2
Develop Performance Improvement Plan, Performance Development Plan, or Coach
Tight performance management is crucial; focus on proper execution of current role
NEW TALENT (0-6 Months)
Box 2 - NEW TALENT (0-6 MONTHS)
Go to page # of workbook
LOW Performance MEDIUM Potential
Develop Performance Improvement Plan, Performance Development Plan, or CoachTight performance management is crucial; focus on proper execution of current role
How Does an Employee get here?
- Struggles to meet performance expectations consistently.
- Displays a moderate interest in skill development and improvement.
- May benefit from targeted training programs and performance improvement plans.
Box 2
Go to page # of workbook
Consider this scenario
Priya's Progress: Challenges Present, Potential Within
Priya, a customer service representative, struggles to meet performance metrics consistently but has shown a moderate interest in skill development. The organization is exploring tailored training programs to improve Priya's performance and identify potential growth areas. 1. What is one thing you can do to support Priya? 2. How would you feel if you were in Priya's shoes? 3. What would you want from your leader if you were Priya?
Box 2
Go to page # of workbook
Calibration Session
1. What rationale would you share for Priya's box placement? 2. If one of your peers had a "Priya" on their team, what feedback would you share with them during the calibration session? 3. What would you do to be confident in your decision-making for Priya's placement? 4. How would you make sure that your placement of Priya is not based on unconscious biases? 5. What would be your next steps following the Calibraiton session for you and Priya?
Priya's Progress: Challenges Present, Potential Within
Considering Priya's box placement, think of how you would prepare for the calibraiton session and what you hope to receive from the session.
Box 3
Maintain & Monitor – Right person, right job?Continue to focus on goals and objectives
Could progress higher in specialty and become a box 6. Monitor performance and assess fit.
SOLID PERFORMER
Box 3 - SOLID PERFORMER
Go to page # of workbook
MEDIUM Performance
LOW Potential
Maintain & Monitor – Right person, right job?Continue to focus on goals and objectivesMonitor performance and assess fit.
How Does an Employee get here?
- Faces challenges in meeting performance metrics but demonstrates a strong interest in upskilling.
- Displays high potential in specific areas, such as creativity or problem-solving.
- May benefit from additional training and mentoring to improve performance.
Box 3
Go to page # of workbook
Consider this scenario
Chris' Catalyst: Struggling Present, Promising Future
Chris, in a Service role, has faced performance challenges but exhibits a strong interest in upskilling and has shown potential in projects. The organization is investing in mentoring and additional training to harness Chris' high potential. 1. What is one thing you can do to support Chris? 2. How would you feel if you were in Chris' shoes? 3. What would you want from your leader if you were Chris?
Box 3
Go to page # of workbook
1. What rationale would you share for Chris' box placement? 2. If one of your peers had a "Chris" on their team, what feedback would you share with them during the calibration session? 3. What would you do to be confident in your decision-making for Chris' placement? 4. How would you make sure that your placement of Chris is not based on unconscious biases? 5. What would be your next steps following the Calibraiton session for you and Chris?
Calibration Session
Chris' Catalyst: Struggling Present, Promising Future
Considering Chris' box placement, think of how you would prepare for the calibraiton session and what you hope to receive from the session.
Box 4
Performance Plan & Coach – Right person, wrong job or further clarify goals and objectives
May be job mismatch or a new assignment.May require new approach to performance management
MISALIGNED TALENT
Box 4 - MISALIGNED TALENT
Go to page # of workbook
LOW Performance HIGH Potential
Performance Plan & Coach – Right person, wrong job or further clarify goals and objectives
May be job mismatch or a new assignment. May require new approach to performance management
How Does an Employee get here?
- Meets basic performance expectations but may not stand out in specific areas.
- Shows stability in the current role but has limited interest in skill development.
- May not express a strong desire for career advancement.
Box 4
Go to page # of workbook
Consider this scenario
Alexia's Stability: Striking Balance Between Consistent Performance and Limited Ambition
Alexia, who has been with the team for over a year, demonstrates a strong understanding of the technical aspects of her role during training sessions and team meetings. However, when it comes to implementing this knowledge in day-to-day tasks, Alexia struggles to consistently meet performance expectations. Despite receiving comprehensive training and support, Alexia often faces challenges in executing tasks effectively without frequent guidance and supervision.
- What is one thing you can do to support Alexia?
- How would you feel if you were in Alexia's shoes?
- What would you want from your leader if you were Alexia?
Box 4
Go to page # of workbook
Calibration Session
1. What rationale would you share for Alexia's box placement? 2. If one of your peers had a "Alexia" on their team, what feedback would you share with them during the calibration session? 3. What would you do to be confident in your decision-making for Alexia's placement? 4. How would you make sure that your placement of Alexia is not based on unconscious biases? 5. What would be your next steps following the Calibraiton session for you and Alexia?
Alexia's Stability: Striking Balance Between Consistent Performance and Limited Ambition
Considering Alexia's box placement, think of how you would prepare for the calibraiton session and what you hope to receive from the session.
Box 5
Coach & Provide Skill Development opportunities and training within role.
Continue to engage so they deliver consistent results
CORE TALENT
Box 5 - CORE TALENT
Go to page # of workbook
MEDIUM Performance MEDIUM Potential
Coach & Provide Skill Development opportunities and training within role.
Continue to engage so they deliver consistent results
How Does an Employee get here?
- Consistently meets performance expectations.
- Collaborates effectively within the team.
- Shows stability in the current role but may not exhibit extraordinary potential for vertical growth.
Box 5
Go to page # of workbook
Consider this scenario
Jordan's Consistency: Steady Contributor with Steady Trajectory
Jordan consistently meets expectations in HR, contributing to team projects and collaborating effectively. While not demonstrating extraordinary potential for vertical growth, their commitment to collaboration makes them a valuable contributor to team cohesion. 1. What is one thing you can do to support Jordan? 2. How would you feel if you were in Jordan's shoes? 3. What would you want from your leader if you were Jordan?
Box 5
Go to page # of workbook
Calibration Session
1. What rationale would you share for Jordan's box placement? 2. If one of your peers had a "Jordan" on their team, what feedback would you share with them during the calibration session? 3. What would you do to be confident in your decision-making for Jordan's placement? 4. How would you make sure that your placement of Jordan is not based on unconscious biases? 5. What would be your next steps following the Calibraiton session for you and Jordan?
Jordan's Consistency: Steady Contributor with Steady Trajectory
Considering Jordan's box placement, think of how you would prepare for the calibraiton session and what you hope to receive from the session.
Box 6
Maintain & Stretch – Right person, right job. Continue to expand current role.Highly valued, seasoned professional in current role; remain at current level
HIGH PERFORMER
Box 6 - CORE TALENT
Go to page # of workbook
HIGH Performance LOW Potential
Maintain & Stretch – Right person, right job. Continue to expand current role.Highly valued, seasoned professional in current role; remain at current level
How Does an Employee get here?
- Meets performance expectations but shows a strong desire for skill development.
- Actively seeks opportunities for cross-functional projects.
- Displays potential for growth and advancement with additional training and mentoring.
Box 6
Go to page # of workbook
Consider this scenario
Taylor's Trajectory: Meeting Expectations, Potential Awaits
Taylor, in a technical support role, meets performance expectations, but shows a keen interest in acquiring new certifications and expanding technical skills. Recognizing this potential, the company is considering opportunities for Taylor to participate in cross-functional projects to nurture their high potential. 1. What is one thing you can do to support taylor? 2. How would you feel if you were in Taylor's shoes? 3. What would you want from your leader if you were Tay;lor?
Box 6
Go to page # of workbook
Calibration Session
1. What rationale would you share for Taylor's box placement? 2. If one of your peers had a "Taylor" on their team, what feedback would you share with them during the calibration session? 3. What would you do to be confident in your decision-making for Taylor's placement? 4. How would you make sure that your placement of Taylor is not based on unconscious biases? 5. What would be your next steps following the Calibraiton session for you and Taylor?
Taylor's Trajectory: Meeting Expectations, Potential Awaits
Considering Taylor's box placement, think of how you would prepare for the calibraiton session and what you hope to receive from the session.
Box 7
Coach & Provide Skill development opportunities and mentoring – Focus on retentionCurrent role may still provide opportunity for growth/development; focus should be on helping them improve performance
EVOLVING TALENT
Box 7 - EVOLVING TALENT
Go to page # of workbook
MEDIUM Performance
HIGH Potential
Coach & Provide Skill development opportunities and mentoring – Focus on retentionCurrent role may still provide opportunity for growth/development; focus should be on helping them improve performance
How Does an Employee get here?
- Outstanding in current responsibilities but expresses a preference for maintaining the status quo.
- May resist taking on additional responsibilities or leadership roles.
- Limited interest in skill development beyond current expertise.
Box 7
Go to page # of workbook
Consider this scenario
Jamal's Journey: Outstanding Performance, Limited Aspiration
Jamal consistently delivers exceptional results in IT support. Despite his outstanding performance, he communicates a desire to maintain his current responsibilities and is less interested in taking on additional leadership responsibilities, indicating limited potential for vertical growth. 1. What is one thing you can do to support Jamal? 2. How would you feel if you were in Jamal's shoes? 3. What would you want from your leader if you were Jamal?
Box 7
Go to page # of workbook
Calibration Session
1. What rationale would you share for Jamal's box placement? 2. If one of your peers had a "Jamal" on their team, what feedback would you share with them during the calibration session? 3. What would you do to be confident in your decision-making for Jamal's placement? 4. How would you make sure that your placement of Jamal is not based on unconscious biases? 5. What would be your next steps following the Calibraiton session for you and Jamal?
Jamal's Journey: Outstanding Performance, Limited Aspiration
Considering Jamal's box placement, think of how you would prepare for the calibraiton session and what you hope to receive from the session.
Box 8
Coach & Provide Skill Development opportunities & MentoringDoes extremely well at current job with potential to do more, give stretch assignments to help prepare employee for next level
EMERGING TALENT
Box 8 - EMERGING TALENT
Go to page # of workbook
HIGH Performance MEDIUM Potential
Coach & Provide Skill Development opportunities & MentoringDoes extremely well at current job with potential to do more, give stretch assignments to help prepare employee for next level
How Does an Employee get here?
- Excels in the current role but prefers hands-on work over leadership responsibilities.
- Demonstrates expertise in specific tasks but may not show interest in broader organizational challenges.
- May have limited potential for growth due to role preferences.
Box 8
Go to page # of workbook
Consider this scenario
Alex's Excellence: Stellar Performance with Steady Ascent
Alex consistently produces high-quality work in the marketing department, contributing significantly to campaigns. While excelling in the current role, there may be limited potential for advancement due to a preference for focusing on specific project execution rather than leading large teams. 1. What is one thing you can do to support Alex? 2. How would you feel if you were in Alex's shoes? 3. What would you want from your leader if you were Alex?
Box 8
Go to page # of workbook
Calibration Session
1. What rationale would you share for Alex's box placement? 2. If one of your peers had a "Alex" on their team, what feedback would you share with them during the calibration session? 3. What would you do to be confident in your decision-making for Alex's placement? 4. How would you make sure that your placement of Alex is not based on unconscious biases? 5. What would be your next steps following the Calibraiton session for you and Alex?
Alex's Excellence: Stellar Performance with Steady Ascent
Considering Alex's box placement, think of how you would prepare for the calibraiton session and what you hope to receive from the session.
Box 9
Promote & ExpandConsistent high performer in a variety of assignments; prime target for recruitment by other companies. Potential ability to be a leader within a function or the organization
TOP TALENT
Box 9 - TOP TALENT
Go to page # of workbook
HIGH Performance
HIGH Potential
Promote & ExpandConsistent high performer in a variety of assignments; prime target for recruitment by other companies. Potential ability to be a leader within a function or the organization
How Does an Employee get here?
- Consistently exceeds performance expectations.
- Demonstrates strong leadership and collaboration skills.
- Proactively seeks opportunities for skill development.
- Actively contributes to a diverse and inclusive workplace.
Box 9
Go to page # of workbook
Consider this scenario
Maggie's Momentum: Leading with Excellence and Potential
Maggie consistently exceeds sales targets and demonstrates strong leadership skills. Her ability to mentor and foster a collaborative team environment positions her as a high potential candidate for a leadership role, aligning with the company's commitment to diverse leadership. 1. What is one thing you can do to support Maggie? 2. How would you feel if you were in Maggie's shoes? 3. What would you want from your leader if you were Maggie?
Box 9
Go to page # of workbook
Calibration Session
1. What rationale would you share for Maggie's box placement? 2. If one of your peers had a "Maggie" on their team, what feedback would you share with them during the calibration session? 3. What would you do to be confident in your decision-making for Maggie's placement? 4. How would you make sure that your placement of Maggie is not based on unconscious biases? 5. What would be your next steps following the Calibraiton session for you and Maggie?
Maggie's Momentum: Leading with Excellence and Potential
Considering Maggie's box placement, think of how you would prepare for the calibraiton session and what you hope to receive from the session.
Thank you!
In your Learning Guide write your definition of Performance versus Potential to help you when completing your 9-box.
Write the date of your last calibration session with your peers and leader in your Learning Guide. What was the outcome? How would you like to improve it next time? If you have not had a session yet, set goals for the outcome and experience you hope to have.
9-box and Calibration Training
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Created on March 22, 2024
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Transcript
Leadership Development
CLICK HERE BEFORE STARTING
9-Box and Calibration Training
start
Objectives
Objective 05
Objective 03
Objective 02
Objective 04
Objective 01
Analyze scenarios leading to employee placements in different boxes
Demonstrate providing constructive feedback during Talent Calibration sessions.
Develop action plans for future Talent Calibration sessions to ensure fair assessments.
Apply targeted interventions to support employees based on their box placement.
Identify and explain each box in the 9-box grid for talent assessment.
This training is for All Service Express leaders.
9-Box
Leaders can use this tool to assess their employees' talent, so they can support each one in the way they need.
Performance v. Potential
Calibration Session
During the Talent Calibration session, you will:
Index
Box 2
Box 3
Box 1
NEW TALENT (0-6 Months)
UNDERPERFORMER
SOLID PERFORMER
Box 4
Box 5
Box 6
CORE TALENT
HIGH PERFORMER
MISALIGNED TALENT
Box 9
Box 8
Box 7
EVOLVING TALENT
TOP TALENT
EMERGING TALENT
Box 1
Improve Performance or Exit the organizationConsider Reassignment, Reclassification or Exit
UNDERPERFOMER
Box 1 - UNDERPERFORMER
Go to page # of workbook
LOW Performance LOW Potential
How Does an Employee get here?
Box 1
Go to page # of workbook
Consider this scenario
Tony's Trial: Struggling Now, Seeking a Path
Tony, in an entry-level position, has faced challenges in meeting basic performance expectations and has not expressed interest in additional responsibilities or skill development. The organization is exploring a performance development plan to address current challenges. 1. What is one thing you can do to support Tony? 2. How would you feel if you were in Tony's shoes? 3. What would you want from your leader if you were Tony?
Box 1
Go to page # of workbook
Calibration Session
1. What rationale would you share for Tony's box placement? 2. If one of your peers had a "Tony" on their team, what feedback would you share with them during the calibration session? 3. What would you do to be confident in your decision-making for Tony's placement? 4. How would you make sure that your placement of Tony is not based on unconscious biases? 5. What would be your next steps following the Calibraiton session for you and Tony?
Tony's Trial: Struggling Now, Seeking a Path
Considering Tony's box placement, think of how you would prepare for the calibraiton session and what you hope to receive from the session.
Box 2
Develop Performance Improvement Plan, Performance Development Plan, or Coach Tight performance management is crucial; focus on proper execution of current role
NEW TALENT (0-6 Months)
Box 2 - NEW TALENT (0-6 MONTHS)
Go to page # of workbook
LOW Performance MEDIUM Potential
Develop Performance Improvement Plan, Performance Development Plan, or CoachTight performance management is crucial; focus on proper execution of current role
How Does an Employee get here?
Box 2
Go to page # of workbook
Consider this scenario
Priya's Progress: Challenges Present, Potential Within
Priya, a customer service representative, struggles to meet performance metrics consistently but has shown a moderate interest in skill development. The organization is exploring tailored training programs to improve Priya's performance and identify potential growth areas. 1. What is one thing you can do to support Priya? 2. How would you feel if you were in Priya's shoes? 3. What would you want from your leader if you were Priya?
Box 2
Go to page # of workbook
Calibration Session
1. What rationale would you share for Priya's box placement? 2. If one of your peers had a "Priya" on their team, what feedback would you share with them during the calibration session? 3. What would you do to be confident in your decision-making for Priya's placement? 4. How would you make sure that your placement of Priya is not based on unconscious biases? 5. What would be your next steps following the Calibraiton session for you and Priya?
Priya's Progress: Challenges Present, Potential Within
Considering Priya's box placement, think of how you would prepare for the calibraiton session and what you hope to receive from the session.
Box 3
Maintain & Monitor – Right person, right job?Continue to focus on goals and objectives Could progress higher in specialty and become a box 6. Monitor performance and assess fit.
SOLID PERFORMER
Box 3 - SOLID PERFORMER
Go to page # of workbook
MEDIUM Performance LOW Potential
Maintain & Monitor – Right person, right job?Continue to focus on goals and objectivesMonitor performance and assess fit.
How Does an Employee get here?
Box 3
Go to page # of workbook
Consider this scenario
Chris' Catalyst: Struggling Present, Promising Future
Chris, in a Service role, has faced performance challenges but exhibits a strong interest in upskilling and has shown potential in projects. The organization is investing in mentoring and additional training to harness Chris' high potential. 1. What is one thing you can do to support Chris? 2. How would you feel if you were in Chris' shoes? 3. What would you want from your leader if you were Chris?
Box 3
Go to page # of workbook
1. What rationale would you share for Chris' box placement? 2. If one of your peers had a "Chris" on their team, what feedback would you share with them during the calibration session? 3. What would you do to be confident in your decision-making for Chris' placement? 4. How would you make sure that your placement of Chris is not based on unconscious biases? 5. What would be your next steps following the Calibraiton session for you and Chris?
Calibration Session
Chris' Catalyst: Struggling Present, Promising Future
Considering Chris' box placement, think of how you would prepare for the calibraiton session and what you hope to receive from the session.
Box 4
Performance Plan & Coach – Right person, wrong job or further clarify goals and objectives May be job mismatch or a new assignment.May require new approach to performance management
MISALIGNED TALENT
Box 4 - MISALIGNED TALENT
Go to page # of workbook
LOW Performance HIGH Potential
Performance Plan & Coach – Right person, wrong job or further clarify goals and objectives May be job mismatch or a new assignment. May require new approach to performance management
How Does an Employee get here?
Box 4
Go to page # of workbook
Consider this scenario
Alexia's Stability: Striking Balance Between Consistent Performance and Limited Ambition
Alexia, who has been with the team for over a year, demonstrates a strong understanding of the technical aspects of her role during training sessions and team meetings. However, when it comes to implementing this knowledge in day-to-day tasks, Alexia struggles to consistently meet performance expectations. Despite receiving comprehensive training and support, Alexia often faces challenges in executing tasks effectively without frequent guidance and supervision.
Box 4
Go to page # of workbook
Calibration Session
1. What rationale would you share for Alexia's box placement? 2. If one of your peers had a "Alexia" on their team, what feedback would you share with them during the calibration session? 3. What would you do to be confident in your decision-making for Alexia's placement? 4. How would you make sure that your placement of Alexia is not based on unconscious biases? 5. What would be your next steps following the Calibraiton session for you and Alexia?
Alexia's Stability: Striking Balance Between Consistent Performance and Limited Ambition
Considering Alexia's box placement, think of how you would prepare for the calibraiton session and what you hope to receive from the session.
Box 5
Coach & Provide Skill Development opportunities and training within role. Continue to engage so they deliver consistent results
CORE TALENT
Box 5 - CORE TALENT
Go to page # of workbook
MEDIUM Performance MEDIUM Potential
Coach & Provide Skill Development opportunities and training within role. Continue to engage so they deliver consistent results
How Does an Employee get here?
Box 5
Go to page # of workbook
Consider this scenario
Jordan's Consistency: Steady Contributor with Steady Trajectory
Jordan consistently meets expectations in HR, contributing to team projects and collaborating effectively. While not demonstrating extraordinary potential for vertical growth, their commitment to collaboration makes them a valuable contributor to team cohesion. 1. What is one thing you can do to support Jordan? 2. How would you feel if you were in Jordan's shoes? 3. What would you want from your leader if you were Jordan?
Box 5
Go to page # of workbook
Calibration Session
1. What rationale would you share for Jordan's box placement? 2. If one of your peers had a "Jordan" on their team, what feedback would you share with them during the calibration session? 3. What would you do to be confident in your decision-making for Jordan's placement? 4. How would you make sure that your placement of Jordan is not based on unconscious biases? 5. What would be your next steps following the Calibraiton session for you and Jordan?
Jordan's Consistency: Steady Contributor with Steady Trajectory
Considering Jordan's box placement, think of how you would prepare for the calibraiton session and what you hope to receive from the session.
Box 6
Maintain & Stretch – Right person, right job. Continue to expand current role.Highly valued, seasoned professional in current role; remain at current level
HIGH PERFORMER
Box 6 - CORE TALENT
Go to page # of workbook
HIGH Performance LOW Potential
Maintain & Stretch – Right person, right job. Continue to expand current role.Highly valued, seasoned professional in current role; remain at current level
How Does an Employee get here?
Box 6
Go to page # of workbook
Consider this scenario
Taylor's Trajectory: Meeting Expectations, Potential Awaits
Taylor, in a technical support role, meets performance expectations, but shows a keen interest in acquiring new certifications and expanding technical skills. Recognizing this potential, the company is considering opportunities for Taylor to participate in cross-functional projects to nurture their high potential. 1. What is one thing you can do to support taylor? 2. How would you feel if you were in Taylor's shoes? 3. What would you want from your leader if you were Tay;lor?
Box 6
Go to page # of workbook
Calibration Session
1. What rationale would you share for Taylor's box placement? 2. If one of your peers had a "Taylor" on their team, what feedback would you share with them during the calibration session? 3. What would you do to be confident in your decision-making for Taylor's placement? 4. How would you make sure that your placement of Taylor is not based on unconscious biases? 5. What would be your next steps following the Calibraiton session for you and Taylor?
Taylor's Trajectory: Meeting Expectations, Potential Awaits
Considering Taylor's box placement, think of how you would prepare for the calibraiton session and what you hope to receive from the session.
Box 7
Coach & Provide Skill development opportunities and mentoring – Focus on retentionCurrent role may still provide opportunity for growth/development; focus should be on helping them improve performance
EVOLVING TALENT
Box 7 - EVOLVING TALENT
Go to page # of workbook
MEDIUM Performance HIGH Potential
Coach & Provide Skill development opportunities and mentoring – Focus on retentionCurrent role may still provide opportunity for growth/development; focus should be on helping them improve performance
How Does an Employee get here?
Box 7
Go to page # of workbook
Consider this scenario
Jamal's Journey: Outstanding Performance, Limited Aspiration
Jamal consistently delivers exceptional results in IT support. Despite his outstanding performance, he communicates a desire to maintain his current responsibilities and is less interested in taking on additional leadership responsibilities, indicating limited potential for vertical growth. 1. What is one thing you can do to support Jamal? 2. How would you feel if you were in Jamal's shoes? 3. What would you want from your leader if you were Jamal?
Box 7
Go to page # of workbook
Calibration Session
1. What rationale would you share for Jamal's box placement? 2. If one of your peers had a "Jamal" on their team, what feedback would you share with them during the calibration session? 3. What would you do to be confident in your decision-making for Jamal's placement? 4. How would you make sure that your placement of Jamal is not based on unconscious biases? 5. What would be your next steps following the Calibraiton session for you and Jamal?
Jamal's Journey: Outstanding Performance, Limited Aspiration
Considering Jamal's box placement, think of how you would prepare for the calibraiton session and what you hope to receive from the session.
Box 8
Coach & Provide Skill Development opportunities & MentoringDoes extremely well at current job with potential to do more, give stretch assignments to help prepare employee for next level
EMERGING TALENT
Box 8 - EMERGING TALENT
Go to page # of workbook
HIGH Performance MEDIUM Potential
Coach & Provide Skill Development opportunities & MentoringDoes extremely well at current job with potential to do more, give stretch assignments to help prepare employee for next level
How Does an Employee get here?
Box 8
Go to page # of workbook
Consider this scenario
Alex's Excellence: Stellar Performance with Steady Ascent
Alex consistently produces high-quality work in the marketing department, contributing significantly to campaigns. While excelling in the current role, there may be limited potential for advancement due to a preference for focusing on specific project execution rather than leading large teams. 1. What is one thing you can do to support Alex? 2. How would you feel if you were in Alex's shoes? 3. What would you want from your leader if you were Alex?
Box 8
Go to page # of workbook
Calibration Session
1. What rationale would you share for Alex's box placement? 2. If one of your peers had a "Alex" on their team, what feedback would you share with them during the calibration session? 3. What would you do to be confident in your decision-making for Alex's placement? 4. How would you make sure that your placement of Alex is not based on unconscious biases? 5. What would be your next steps following the Calibraiton session for you and Alex?
Alex's Excellence: Stellar Performance with Steady Ascent
Considering Alex's box placement, think of how you would prepare for the calibraiton session and what you hope to receive from the session.
Box 9
Promote & ExpandConsistent high performer in a variety of assignments; prime target for recruitment by other companies. Potential ability to be a leader within a function or the organization
TOP TALENT
Box 9 - TOP TALENT
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HIGH Performance HIGH Potential
Promote & ExpandConsistent high performer in a variety of assignments; prime target for recruitment by other companies. Potential ability to be a leader within a function or the organization
How Does an Employee get here?
Box 9
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Consider this scenario
Maggie's Momentum: Leading with Excellence and Potential
Maggie consistently exceeds sales targets and demonstrates strong leadership skills. Her ability to mentor and foster a collaborative team environment positions her as a high potential candidate for a leadership role, aligning with the company's commitment to diverse leadership. 1. What is one thing you can do to support Maggie? 2. How would you feel if you were in Maggie's shoes? 3. What would you want from your leader if you were Maggie?
Box 9
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Calibration Session
1. What rationale would you share for Maggie's box placement? 2. If one of your peers had a "Maggie" on their team, what feedback would you share with them during the calibration session? 3. What would you do to be confident in your decision-making for Maggie's placement? 4. How would you make sure that your placement of Maggie is not based on unconscious biases? 5. What would be your next steps following the Calibraiton session for you and Maggie?
Maggie's Momentum: Leading with Excellence and Potential
Considering Maggie's box placement, think of how you would prepare for the calibraiton session and what you hope to receive from the session.
Thank you!
In your Learning Guide write your definition of Performance versus Potential to help you when completing your 9-box.
Write the date of your last calibration session with your peers and leader in your Learning Guide. What was the outcome? How would you like to improve it next time? If you have not had a session yet, set goals for the outcome and experience you hope to have.