Final test & certificate

Choose the best answer for each question.

To pass: at least 8 of 10 correct.

1. Question 1. What are the three components of the 3A model that identify a HiPo?

   AAspiration – Ability – Agility/EngagementBAttitude – Attendance – AchievementCAge – Ambition – Authority

2. Question 2. An excellent, fast-learning employee who clearly wants only technical work — which A is missing?

   AAbilityBAspirationCAgility

3. Question 3. What is the 'mini-me' bias in choosing HiPos?

   AChoosing the youngest personBManagers choosing people like themselves, losing thinking diversity in the HiPo listCChoosing people of modest height

4. Question 4. In the Leadership Pipeline model, what is the MOST important thing to change at the 'manage self → manage others' turn?

   AThe title on the business cardBThe definition of 'valuable work': from doing well yourself to helping others do itCThe salary

5. Question 5. What is the most worth learning from GE's leadership-development tradition?

   ABuild a very beautiful training campusBThe CEO directly owning the talent-review process; development through deliberately-designed experienceCOnly hiring leaders externally

6. Question 6. What are the characteristics of a good stretch assignment?

   A100% guaranteed successBA task never done before, ~60–70% success probability, with a safety net (mentor, the right to fail)CThe harder the better, no support needed

7. Question 7. How does a sponsor differ from a mentor?

   AA sponsor is younger than a mentorBA sponsor stakes personal credibility to open opportunities and vouches when the candidate is absent; a mentor shares experienceCNo difference

8. Question 8. What does bench strength measure?

   A% of positions with a named successorBBench depth: the average number of successors per critical positionCThe number of seats in the meeting room

9. Question 9. A position will be vacant in 18 months but the only successor needs 3+ years to mature. The right handling?

   AWait for the successor to mature then figure it outBAccelerate the successor's development while preparing an external-hire option — in parallelCRemove the position from the critical list

10. Question 10. What is the practice-endorsed principle for communicating with HiPos?

    APublicly announce the HiPo list to the whole companyBDon't announce the 'label', but be clear about the investment and development path for themCKeep absolutely everything secret