Attracting, retaining and developing high potential talent is a challenge facing most organizations today. At OKA, we tailor the development approach to the field, the candidate and the organization’s culture, and we believe that every serious development effort must focus on and be rooted in greater self-awareness and better self-management. Some development efforts are conceived or adopted to build a lacking skillset or correct a deficiency; whereas other developmental efforts are designed to augment, accentuate—and even reward—effective performance. Regardless, OKA believes that everyone has room to grow and improve.
In many cases, OKA turns to a talent development assessment and the underlying framework and model to help high potentials take their next steps. We have many favorites in our “high potential toolkit”, including assessments on Personality Type and Emotional Intelligence, but today we’d like to share some favorites to improve decision making, strengthen change leadership and increasing influence.
In this webcast we will discuss:
Three assessments used to successfully develop High Potential candidates. These include the: Change Style Indicator, Influence Style Indicator, & Decision Style Profile
A powerful decision making model that leverages five decision factors and five styles along an inclusion continuum
How to get the most from others by flexing within five influencing styles
How change preferences impact our ability to lead change
We tend to believe that we are seeing everything in its complete form, however, it’s not possible for us to see the world as it is. Instead, we see the world through the lens of our experiences, biases and various identity factors. As a result, the assumptions we hold shape the decisions that we make, but these decisions may be creating unequal outcomes for our employees.