From high performer to high potential: How to spot and support team growth

Every organisation has high performers. They consistently deliver strong results, meet expectations and can be relied on to get the job done. But not every high performer automatically becomes a future leader or long-term driver of organisational success.

For team managers, one of the most important challenges is recognising the difference between a high performer and high potential, and knowing how to support individuals as they grow.

This blog explores how managers can identify high potential employees, move beyond short-term performance management, and support team growth through learning, coaching and development.

High performer vs high potential: Understanding the difference

High performance and high potential are closely linked, but they are not the same thing. High performers excel in their current role. They understand expectations, apply their skills effectively and deliver reliable results. High potential employees, on the other hand, show the capacity to grow into more complex or senior roles in the future.

Potential is about capability and mindset as much as output. It includes the ability to learn quickly, adapt to change, think beyond immediate tasks and take on greater responsibility. 

An individual may be a strong performer without wanting or being suited to progression, while another may show clear potential even if they are still developing consistency.

Recognising this distinction helps managers avoid a common pitfall: assuming that promotion or progression is the only reward for performance. Supporting growth means tailoring development to the individual, not forcing everyone down the same path.

How to identify high potential employees

Identifying high potential employees requires looking beyond metrics and outputs. Performance data provides a useful starting point, but it doesn’t tell the full story.

High potential individuals often demonstrate behaviours such as curiosity, resilience and a willingness to take on unfamiliar challenges. They ask thoughtful questions, seek feedback and show interest in how their work connects to wider organisational goals. They are often comfortable with ambiguity and respond positively when asked to stretch beyond their comfort zone.

Importantly, potential should be assessed over time. One-off successes or failures rarely define future capability. Regular conversations, observation and reflection give managers a more accurate picture of who is ready to grow and how best to support them.

Shifting performance management towards development

Traditional performance management often focuses on targets, outputs and short-term results. While these remain important, they can limit growth if they are not balanced with development-focused conversations.

To support talent development, managers should treat performance discussions as opportunities to explore future capability, not just past results. Asking questions about career aspirations, interests and long-term goals helps individuals reflect on where they want to grow. It also allows managers to align development opportunities with organisational needs.

This shift encourages a growth mindset across teams. Employees feel valued not only for what they deliver today, but for the contribution they could make in the future.

Practical ways to support growth and potential

Supporting team growth doesn’t require dramatic role changes or immediate promotion. Often, the most effective development happens through incremental opportunities and structured support.

Managers can use a combination of approaches, including:

Learning and development opportunities

Formal training builds foundational knowledge and confidence. Courses in project management, leadership, communication or change capability help individuals broaden their skill set and prepare for future responsibilities. L&D also provides a shared language that supports collaboration across teams.

Stretch assignments and exposure

Giving individuals responsibility for new tasks, small initiatives or cross-functional work allows them to develop capability in a low-risk way. These opportunities test adaptability, decision-making and problem-solving without removing support.

Coaching and mentoring

Coaching encourages reflection and self-awareness, helping individuals identify strengths, development areas and next steps. Mentoring provides guidance from more experienced colleagues who can share insight, challenge thinking and offer perspective on career progression.

Used together, these approaches create meaningful development without overwhelming individuals or disrupting team delivery.

The role of management in long-term talent development

Managers play a pivotal role in bridging the gap between performance and potential. They are often the first to spot emerging capability and the most influential in shaping development experiences.

This responsibility requires intentional effort. Managers must balance delivery pressures with time for coaching, feedback and reflection. They also need the confidence to have honest conversations about readiness, development areas and future opportunities.

Learning and development can support managers in this role by building skills in coaching, leadership and people management. When managers are equipped to support growth effectively, talent development becomes part of everyday work rather than a separate initiative.

Turning performance into potential

Developing high potential employees doesn’t just benefit individuals; it strengthens whole teams. When managers actively support growth, they create environments where learning is encouraged and progression feels achievable.

Teams that focus on development tend to be more engaged, resilient and adaptable. Individuals are more willing to share ideas, take ownership and support one another. Over time, this contributes to stronger succession planning and reduces reliance on external recruitment for critical roles.

Team growth strategies are most effective when they are inclusive. While some individuals may be identified as high potential, everyone benefits from access to learning, feedback and development conversations. This avoids creating perceptions of favouritism and reinforces a culture of continuous improvement.

At ILX, we support managers and teams with training in leadership, project management, communication and professional development. Explore our learning solutions to strengthen talent development and support sustainable team growth.