If you’ve recently wrapped up your annual talent review cycle, you’re not alone. Across industries, HR and leadership teams have spent countless hours calibrating performance and potential—often using the familiar 9‑box—to ensure alignment across the enterprise. But here’s the hard truth: the talent review itself isn’t what drives organizational strength. What you do after the review is what matters. Too many organizations fall into the “binder on the shelf” trap—investing heavily in the process, only to let months pass without meaningful follow‑through. And that’s where real risk sets in.

Don’t Lose Your 3/3s, 2/3s, and 3/2s

These mid‑high potential employees are the backbone of your leadership pipeline. If they don’t see development, they’re the most likely to leave—especially your top candidates with clear C‑suite potential. The cost of losing them is significant, not only in dollars but in lost institutional knowledge. Research consistently shows that internal leaders outperform external hires, particularly in senior roles, making these individuals some of your most valuable assets.

What Does “Intense Focus” Really Look Like?

For your highest‑potential talent, development can’t be passive. It requires active oversight and partnership between the C‑suite and HR. Consider integrating:

• Experience Records so you can identify gaps and intentionally build the right mix of stretch assignments.
• Comprehensive assessments—personality, cognitive, behavioral interviews, and even C‑suite‑level interview panels—to understand strengths and development needs.
• Executive coaching, targeted to fill identified gaps and accelerate readiness for bigger roles.

This level of attention signals investment—and it pays off.

Development Matters at Every Level

Not every high‑value employee needs a formal program. Even small, meaningful development opportunities build engagement and retention:

• A slot in a university‑based leadership program
• A short coaching engagement
• A 360‑degree feedback process with facilitated follow‑up sessions

The key is showing your people you’re paying attention.

Watch Out for Early‑Career Derailers

Younger talent—including fast‑moving high performers—often get early promotions for delivering results quickly. But data shows they are also at higher risk for derailment later. Identifying potential derailers early through assessment and coaching can make the difference between a rising star who thrives—and one who stalls out.

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A talent review shouldn’t be a one‑time exercise. It’s an ongoing commitment to nurturing the people who will shape your future. If you want support turning your insights into action, reach out to us. We’d love to help you build the leaders your organization needs next.