Charan, Ram, Stephen Drotter, and James L. Noel. The Leadership Pipeline: How to Build the Leadership Powered Company. San Francisco: Jossey-Bass, 2001.
There is little acknowledgment that different levels of leadership exist and that people need to make skill and value transitions at each level. Relatively few organizations are thinking about the core competencies and experiences necessary to be successful at each level.
When you define potential as the kind of work someone can do in the future, it becomes easier to see it as a dynamic concept. This future work potential is based on accumulated skills and experience as evidenced by past achievement, ability to learn new skills, and willingness to tackle bigger, more complex or higher-quality assignments. The more people achieve, the more learning takes place; willingness to tackle new challenges increases as current challenges are met.