Putting the Science of Potential to Work: Your Questions Answered (Part 2)

Following our recent webcast, “Putting the Science of Potential to Work,” hfi explored how potential is one of the most reliable predictors of leadership success, from early-career professionals to seasoned executives.

The session sparked a wave of insightful questions from participants, especially around how to measure potential effectively and integrate it into existing talent strategies. In Part 1, we covered questions about psychometric tools, competency models, and the 9-Box Grid. Now, in Part 2, we’re diving into your next set of questions, focusing on how potential evolves, how to spot future leaders, and how to reconcile psychometric data with interviews.

Question 4: What if indicators of potential change over time? – Anand S

Some contextual factors, like willingness to relocate or current role availability, do change. But the core traits that define potential, such as cognitive ability and personality, are remarkably stable in adults. Once you define what “potential” means for your organization, you can separate these stable traits from more fluid, situational ones. This helps you focus on identifying individuals with long-term leadership capacity.

Question 5: Should psychometrics be part of succession planning? – Harriet

Absolutely. Succession planning is all about forecasting future performance and psychometrics give you the data to do just that. They reveal not only how someone is likely to perform in their current role, but also their capacity to grow into more complex, senior roles. Organisations that embed psychometrics into their selection and promotion processes gain a deeper, more objective understanding of their talent pipeline.

Question 6: How do you identify early-career talent with C-suite potential? – Cheryl

We use hfi’s Onion Model to understand which traits are stable and which evolve over time. Core traits like cognitive ability and personality are consistent, while skills and attitudes shift with experience. By assessing the inner layers of the onion early, such as learning agility, drive, and resilience, you can identify individuals with the raw potential to rise through the ranks, even if their outer layers (like experience or confidence) are still developing.

Question 7: What if psychometric results contradict the interview? – Chan

This is where the real value of combining methods comes in. Psychometrics and interviews are complementary, not redundant. Psychometric tools measure innate traits, while interviews reveal how someone applies those traits in real-world contexts.

If there’s a mismatch, use it as a prompt: dig deeper in the interview. For example, someone who scores low on organization might have developed strong coping strategies like using detailed task systems or relying on a great assistant. The goal isn’t to choose one method over the other, but to use both to ask better questions, reduce bias, and make more informed decisions.