So you talk about hyper versus hypo, and I loved it. So you said if you work in any organization, you've probably heard the term and you may wonder what these mysterious labels mean and how the powers are, how the powers that be are making these classifications. Where have you seen this going wrong? Everywhere. I think that's gonna be your answer. That's why I asked you. I was like, oh, this is gonna be an easy one. We'll start with that one. I've seen it go right everywhere, even because it's such an academic thing to say that you could identify a bunch of high potential people and there's enough evidence. And I think I use it any book where I talk about the NFL, right? I talk about football players and athletes, right? We think we can identify it as high potential, but it's as simple as you can have an amazing car. I could drive a Ferrari, but if it doesn't have gas in it. Any power for it it that's just high potential and then there's so many questions from coming from telling somebody they are high potential. Are they succeeding later - if they're succeeding - are they succeeding because you invested in them? when you decided that so it was a self-fulfilling prophecy, right, what about the people that you didn't invest in? had you given them that same investment would they then become high potential? or are you missing on a high performer because you decided these are who these people are. And so it's always done in this way that is so subjective and it's it always hurts the most marginalized. It always hurts them. And I have to thank you for the sleepless nights that followed me reading that passage of me thinking as a leader. I mean, you know, to your point, how many people did not just say there's a Ferrari, I'm going to invest in them whenever really what I needed was, you know, GMC that could get me up the mountain and they had the gas, they have the horsepower, they had everything. But it wasn't sexy to me at the time like I, I really. I really went back through my career and I mean, there was actually a couple of people I was like, hey, you know, read a book, got really kind of convicted by it. I didn't do this. And if I did or I didn't do this, did. And if I did, I want to tell you, I'm sincerely sorry. Ohh yeah, yeah. And then the other thing is, if I, if a high potential person that you've identified doesn't seem to be panning out, do you then go back and tell them I'm de-investing in you, right? Yeah, that's a. I don't know it it's falling in love with that shiny object that I find that a lot of leaders do and, and, and especially like talent acquisition, they'll go, ohh, that person's a top performer at our competitor. OK. There you're looking at it from an industry standpoint, what is what's the internal culture? What's their leadership like? What's their infrastructure like? Because if you take some of those things away, they may no longer be the high performer that they are. You know? Exactly. And it's, you know, it's, it's why recruiting is a lot like Tinder. They look great until you realize they face-tuned that picture. You're nothing lying when I thought you were gonna be from the Tinder profile. Leave it to me, right? Leave it to me.
Doesn't the existence of the Pygmalion Effect suggest that, even if your identifications who has "potential" are completely wrong, you can still get good outcomes by investing your time & raising expectations? And if that's the case, is "potential" really a thing that determines outcomes?
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5moDoesn't the existence of the Pygmalion Effect suggest that, even if your identifications who has "potential" are completely wrong, you can still get good outcomes by investing your time & raising expectations? And if that's the case, is "potential" really a thing that determines outcomes?