At a recent SCNetwork session, I had the opportunity to share some early findings from our upcoming The Roundtable’s 2026 Report on High Potential Leaders. Over the past year, we’ve gathered hundreds of data points and leaned into countless conversations with leaders and HR partners. Thanks to our research partner, Management Research Group (MRG), we were also able to dive below the behaviours that differentiate high potential talent and explore the motivational drivers that set them apart.
Here are a few of the highlights from our session:
- High Potentials are Highly Engaged—And They’re Burning Out
What differentiates high potential leaders from others is an innate drive to excel. These are individuals who carry a deep sense of responsibility. They push hard, say yes often, and take pride in delivering results. But in the absence of clear priorities, with too few resources and too little support, these high-capacity leaders often take on more than they can handle.
When high potentials stumble, it isn’t disengagement—it’s exhaustion. And the cost isn’t just temporary burnout. It’s long-term attrition. One of the biggest supports that senior leaders can provide is to set boundaries and reprioritize regularly in times of uncertainty. When your ambition doesn’t have an off switch, sometimes you need someone to help you find one.
- Career Conversations Aren’t a “Nice to Have”—They’re Essential
For your high performing, high potential talent, meaningful career conversations are a game-changer. In fact, they’re one of the clearest differentiators as to whether high potentials stay or start exploring other opportunities.
And let’s be clear—this isn’t about performance reviews or development plans that gather dust. It’s about forward-looking dialogue. Conversations that explore aspirations and name what’s next and offer clarity, possibility, and partnership.
In a world where career paths are anything but linear, high potentials crave a clear connection to purpose and progress. If they don’t feel seen, stretched, and supported, they will disengage—not because they’ve stopped caring, but because they no longer see a path forward.
- Clarity, Growth and Flexibility Are the New Mandates
When we asked high potentials what fuels their best performance, three themes rose consistently:
- Clarity—about what’s expected, how success is measured, and where they fit.
- Growth—opportunities to stretch, build skills, and receive real-time feedback.
- Flexibility—not just where they work, but how they’re empowered to deliver.
These aren’t bonus items. They’re foundational. And when they’re missing, motivation declines, performance dips, and top talent starts looking for organizations that “get it.”
The takeaway? Leaders must create environments that prioritize transparency, enable development, and embrace flexibility—not as a perk, but as a principle.
High potentials seek meaningful work, clear direction, the chance to grow, and the flexibility to do it in a way that works.
Learn More
The Roundtable Report on High Potential Leaders for 2026 is now live—and the conversation is just getting started.
You can download the full report here and explore key findings, practical strategies, and new ways to engage and retain your high potential talent.
If you need help implementing this strategies in your organization, reach out to us!
