With some people and organizations and in certain situations, potential is more evident than in other cases. When it is latent its full extent may be difficult to determine and assess. What is discernible may be the tip of a big iceberg or there might be very little under the surface. Certain aspects of potential may be easier to harness and exploit than others. Uncovering, releasing, harnessing, powering and exploiting potential can be a key to success and a source of possible disappointment.
When they command tangible resources such as intellectual property that can be identified, captured and valued, many leaders still find it very difficult to effectively manage and exploit them (Perrin, 2000). So what should leaders do to increase the prospects of beneficial outcomes when working with potential that is uncertain and less tangible? What questions should boards ask in this area? Many governing bodies formulate stretching goals. Electorates can have raised expectations. Customers are often more demanding. Investors seek high returns. Staff are concerned with their advancement and incomes. Governments expect taxes to be paid.
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