Module 3/6 25 min
Development architecture for HiPos
Step 1 / 3·70-20-10, the leadership edition
0/3 steps done
Learning objectives — after this module you will:
- Apply 70-20-10 to leadership development
- Design a stretch assignment at the right difficulty
- Distinguish coaching, mentoring, and sponsorship
Learn ~8 min
70-20-10, the leadership edition
Know what to put into each part of the formula.
HiPo development architecture by 70-20-10
| Part | Tools | Concrete example |
|---|---|---|
| 70 — Experience | Stretch assignments, rotation, cross-department projects, crisis handling with a safety net | Have a HiPo lead the launch of a new production line; run a small plant before a large one |
| 20 — Others | Mentoring, coaching, sponsorship, shadowing leaders, peer network | Mentor from another division (to avoid conflict); shadow the CEO in 2 strategy meetings per quarter |
| 10 — Formal learning | Leadership programs, business acumen, finance for non-finance | An internal mini-MBA; a P&L-reading course before taking a budget role |
Stretch but don't snap
A good stretch assignment = a task the person has NEVER done, ~60–70% success probability, with a safety net (mentor + the controlled right to fail). Assigning sure-success tasks doesn't grow them; sure-failure tasks break them — the art is in the middle.
Key takeaway: 70 experience trials + 20 mentor/coach/sponsor + 10 formal learning — deliberately designed, not left to chance.