External factors can reveal or dampen a person’s potential. When an organization lacks a clear path for career growth, nurturing internal talent stalls. Fatigue grows, burnout rises, and employees start to look elsewhere. Olga Rybina, MCC ICF certified coach, author of the book Do Like a Coach, and co-founder of 5 Prism Academy of Professional Coaching, explains how to help an employee uncover their potential in this context.
“Take a manager who has spent six years with a company and has no complaints. If leadership rules shift to allow long-tenured employees to apply for senior roles, that employee may become curious about the position. They consider what they could do to earn it, which courses to take, and how to sharpen their qualifications. A spark of self-improvement appears. External changes can awaken an inner drive to lead,” Rybina notes.
Experts emphasize the importance of assessing employee potential in structured stages.
“First, a manager selects a candidate for a specific role. Among applicants, the one whose potential aligns best with job responsibilities should be chosen. For example, a sales hire may be smart and charismatic but fail to read customer needs. A strong interview impression is not enough if the person cannot deliver results in sales. An incorrect hire can cost the company dearly,” she stresses.
The second stage focuses on promoting an employee who has performed well and completed tasks. Potential is evaluated again, this time for leadership suitability. It is essential to compare the requirements of the leadership role with the candidate’s qualifications. A skilled sales rep does not automatically become a capable sales manager.
The third stage involves building a talent pipeline. Information about staff potential, suitable positions, and successor readiness is stored in a personnel database for future planning.
There are many methods for assessing potential.
“For example, the 360-degree method reveals development areas and potential opportunities. People may underestimate its versatility and usefulness. External evaluation can highlight hidden talents and prompt development,” Rybina advises.
Tools such as the BasePRO survey help understand staff motivation, how individuals perform under pressure, and whether they drive results or hinder progress. The Hogan test helps identify a leader’s style and the maximum effectiveness in a leadership role.
“Eysenck’s or Rehan’s personality assessments determine temperament, sincerity, and what motivates a person. Observation remains one of the most reliable methods. Results show the individual’s character traits and their fit for job responsibilities. For instance, an epileptoid type may excel with schemas, structures, and rules, ideal for precise, rule-based work. In contrast, placing someone with hysterical traits in the same role could create noise and misdirected energy. Personality typology, strengths, and weaknesses provide a powerful basis for managing an employee’s potential,” Rybina concludes.
Many organizations today use these approaches to build resilient teams and ensure succession readiness for critical roles.