What is a Blocker? A blocker is an employee who is preventing or “blocking” others from moving into a key position. Key positions serve as critical steps in a career path or offer a unique set of developmental experiences required for other roles in the organization. Companies should seek to fill key positions with high performing, high potential employees. We use the term blocker to describe individuals who are performing at or above expectations in a key position however they do not want to move out of the role for a variety of reasons. The individual may enjoy the role, may not have a desire to work additional hours or relocate, or do not have an interest in learning new skills and taking on additional responsibilities. The lack of desire to take on a new role or move to a new position limits their future potential, as well as the potential of others in the organization.

Use the 9 Box to Develop Talent in Succession Planning, Part 2: Developing those with Future Promise In Part 1 of Use the 9 Box to Develop Talent in Succession Planning: Development at the Top, I outlined a set of recommendations for development individuals who have been identified as having high potential - those individuals who would be placed in the top row of the 9 box grid. In this installment, I will examine those in the center - individuals who have demonstrated some future promise and have been deemed as having a moderate level of potential. Talent development as part of the succession planning process must be individualized to meet the unique needs of each leader.

Our goals are ambitious. We envision choosing the salmon but substitute the steak; we aim for the bubble bath but settle for the shower; we even think someday we might make it to Inbox = 0. The truth is, everyday just doesn’t look the way it does in our dreams. That’s not to say we never meet our goals. On the contrary, our objectives are quite often met when we have a realistic target in mind and a specific path for achievement.

Recent discussions with several senior HR leaders and consulting partners has caused me to have a bit of concern about the use of the 9 box in the talent review and succession planning process. The 9 box can be a dynamic tool in driving the assessment and development of leaders. However, many organizations are using it in limited ways. Think about your answer to these questions: Is the 9 box chart in your company just a basic tool like the utility knife to help identify high potentials? or Is the 9 box chart a power saw that helps your company cut through subjectivity and drive the development of future leaders? The 9 box chart or talent grid is a commonly used tool for examining talent within the organization and making talent decisions. The 9 box provides perspective or a way of looking at the relationship between the performance of individuals and their potential for the future. The placement of individuals in the 9 box chart is determined by ratings of performance and potential – both based upon a 3 point scale (i.e., Low, Moderate, High).