# High-Potential Leadership Program (HiPo) > A high-potential leadership program that identifies, assesses and accelerates your future leaders through stretch projects and coaching. Plan it with us. - Source: https://bodhih.com/high-potential-leadership-program/ - Publisher: Bodhih Training (Bengaluru, India; since 2008) - Last updated: 2026-10-15 - Contact: solutions@bodhih.com · +91 99000 11601 --- Your future leaders are already in the organisation. Our high-potential leadership program helps you identify them fairly, assess their readiness and accelerate their growth through stretch projects, coaching and exposure to senior leaders, so they are ready before the roles open up. ## At a glance - **Duration:** Recommended: 6 to 9 months, with assessment, four workshop modules, coaching and an action learning project - **Who it’s for:** High-potential managers and senior professionals - **Level:** Advanced - **Format:** Blended · In person · Live virtual - **Track record:** Since 2008 · 2,000+ companies A high-potential leadership program is a structured journey that develops employees identified as capable of moving into bigger leadership roles. It combines objective assessment, individual development plans, four workshop modules, coaching, senior mentoring and an action learning project. Bodhih runs it over 6 to 9 months, designed around each organisation's leadership competencies and succession needs. - Recommended: 6 to 9 months, with assessment, four workshop modules, coaching and an action learning project - Level: Advanced · Blended · In person · Live virtual - Designed with the ADDIE model and customised to your context - Offered by Bodhih since 2008 to 2,000+ organisations across 7 regions **Also known as:** HiPo leadership program, high potential employee development program, HiPo development program, emerging leaders program **Where and how:** high potential leadership training as an in-person workshop in [Bengaluru](https://bodhih.com/corporate-training-in-bangalore/), [Mumbai](https://bodhih.com/corporate-training-in-mumbai/), [Delhi NCR](https://bodhih.com/corporate-training-in-new-delhi/), [Gurugram](https://bodhih.com/corporate-training-in-gurugram/), [Hyderabad](https://bodhih.com/corporate-training-in-hyderabad/), [Chennai](https://bodhih.com/corporate-training-in-chennai/), [Pune](https://bodhih.com/corporate-training-in-pune/), [Kolkata](https://bodhih.com/corporate-training-in-kolkata/), [Ahmedabad](https://bodhih.com/corporate-training-in-ahmedabad/) and [Jaipur](https://bodhih.com/corporate-training-in-jaipur/); as a live online course; or delivered overseas in [Dubai](https://bodhih.com/corporate-training-in-dubai/), [Singapore](https://bodhih.com/corporate-training-in-singapore/) and across the Middle East, Asia and Africa. Last reviewed 15 Oct 2026 by [Siddharthan VGJ](https://bodhih.com/siddharthan-vgj/), Founder · Bodhih Training, Bengaluru ## Why HiPo programs need a rethink Many organisations invest in high-potential talent yet still struggle to fill senior roles from within. Nominations are often subjective, development is generic and high performers leave when they see no clear path. A well-designed high potential leadership program fixes these gaps. It uses fair assessment, real stretch work and ongoing support, and connects development to actual succession decisions. > Gallup, citing Gartner research, reports that 73% of HiPo programs do not yield any ROI. Source: [Gallup](https://www.gallup.com/workplace/311330/shifts-transform-high-potential-talent-program.aspx) ## What participants will be able to do ### Know their leadership profile Understand their strengths and development areas through assessment and [360° feedback](https://bodhih.com/360-degree-feedback/). ### Own a development plan Build and track an individual development plan using the 70-20-10 approach. ### Think across the enterprise Make decisions that balance their function's goals with enterprise priorities and trade-offs. ### Lead leaders Shift from managing individuals to leading managers, setting direction through others. ### Deliver a strategic project Lead a cross-functional action learning project and present results to senior leadership. ### Build sponsorship and networks Develop relationships with mentors and sponsors who support their growth. ## Who should attend - Managers identified as high potential through talent reviews - Senior individual contributors ready for leadership roles - Successors named for critical roles in succession plans - Emerging leaders in [GCCs](https://bodhih.com/gcc-leadership-development-program/), IT services, BFSI, pharma and manufacturing - Women leaders in accelerated development tracks - HR and talent leaders designing HiPo frameworks ## Program outline Recommended design, customised to your context after a short needs analysis. ### **Identification and assessment**Module 1 · Pre-program - Defining potential: aspiration, ability and engagement - Using the 9-box grid well, and its common biases - [Leadership assessment](https://bodhih.com/leadership-assessment/), psychometrics and 360° feedback - Individual feedback session and development priorities ### **Leading self: purpose and learning agility**Module 2 · 1 day - Leadership purpose and personal values - [Learning agility](https://bodhih.com/learning-agility-training/): mental, people, change and results agility - Building an IDP with the 70-20-10 model - Personal [resilience](https://bodhih.com/workplace-resilience-training/) for high-demand roles ### **Leading others and leaders**Module 3 · 1 day - From managing tasks to leading managers - Coaching and developing leaders below you - Building high-performing teams and handling conflict - Leading through influence across functions ### **Leading the business**Module 4 · 1 day - Enterprise mindset and business acumen - Strategic choices and trade-offs - Financial drivers of your business - Leading change and innovation ### **Action learning project**Module 5 · 3 to 4 months - Cross-functional team working on a real business challenge - Executive sponsor for each project - Mid-point review and coaching - Final presentation to the leadership team ### **Coaching, mentoring and closing review**Module 6 · Ongoing - Group or one-to-one coaching between modules - Senior mentor conversations - Re-assessment and next-step career conversation ## Sample workshop plan: 4 workshop days, hands-on These are the four classroom days inside the high-potential journey. Module 1 turns assessment and 360-degree data into a personal development plan and tests learning agility in unfamiliar challenges. Module 2 shifts participants from managing tasks to leading managers. Module 3 builds enterprise thinking through a business simulation and launches cross-functional action learning projects. The closing day puts each HiPo through a first-100-days simulation as a business head, followed by project presentations to the leadership team and career conversations. 77% hands-on practice · 27 contact hours · Cohort: 15–24 participants across functions and locations · In person · Live virtual ### Module 1 · Month 1: Leading self: purpose, agility and a development plan Participants have a clear leadership purpose, insight into their learning agility and a development plan they own. 1. 09:30–10:10 · The unfamiliar task (Group challenge) 2. 10:10–11:00 · My profile in one page (Diagnostic) 3. 11:15–12:15 · Purpose that holds up (Peer coaching) 4. 12:15–13:00 · Plans that go beyond courses (Concept burst) 5. 13:45–15:00 · My development plan (Build sprint) 6. 15:15–16:30 · Resilience for high-demand roles (Case clinic) 7. 16:30–17:30 · Sharing the plan (Reflection) ### Module 2 · Month 2–3: Leading others and leaders Participants can lead through managers, coach leaders below them, handle team conflict and influence across functions. 1. 09:30–10:00 · Plan check-in (Feedback round) 2. 10:00–11:00 · Leading through managers (Simulation) 3. 11:15–12:30 · Coaching a leader, not a doer (Skill drill) 4. 12:30–13:00 · Stages of team conflict (Case clinic) 5. 13:45–15:00 · The team in camps (Role-play) 6. 15:15–16:30 · Influence without authority (Real-play) 7. 16:30–17:30 · Leading leaders: my shifts (Reflection) ### Module 3 · Month 3–4: Leading the business Participants can read the financial drivers of their business, make strategic trade-offs and launch an action learning project. 1. 09:30–10:00 · Guess the P&L (Energiser) 2. 10:00–11:00 · Financial drivers of our business (Hands-on lab) 3. 11:15–13:00 · Three-year business simulation (Business game) 4. 13:45–14:30 · Leading a change people fear (Case clinic) 5. 14:45–16:30 · Action learning launch (Build sprint) 6. 16:30–17:30 · Enterprise lens (Reflection) ### Closing day · Month 7–9: Proof of readiness Participants demonstrate readiness in a senior-role simulation, present their project and agree their next career step. 1. 09:30–10:00 · Then and now (Energiser) 2. 10:00–11:15 · First 100 days as business head (Simulation) 3. 11:30–13:00 · Project presentations (Presentation) 4. 13:45–15:00 · Project lessons (Gallery walk) 5. 15:15–16:30 · Career conversation prep (Peer coaching) 6. 16:30–17:30 · My next 12 months (Action planning) Recommended: a 6- to 9-month journey with pre-program assessment, three 1-day workshop modules (09:30–17:30), a 3- to 4-month action learning project, coaching and mentoring, and a closing day with final project presentations. A sample design: every Bodhih program is customised after a short needs analysis. ### How long is the high-potential leadership program? The recommended journey runs six to nine months: assessment, three 1-day workshop modules, a three- to four-month action learning project, coaching and mentoring, and a closing day. Modules can run as live virtual sessions for global cohorts, and an emerging leaders track is shorter. ### What activities are included in the high-potential leadership program? HiPos turn assessment and 360-degree feedback into a development plan, lead through managers in a simulation, coach team leads on real challenges, run a business over three simulated years, deliver a cross-functional project and face a first-100-days business head simulation. ## How we deliver it ### Assessment-led design Objective assessment at the start makes development personal and gives HR better data for talent decisions. ### Learning by doing The action learning project delivers real business value while stretching participants beyond their current role. ### Senior leader involvement Sponsors and mentors from your leadership team give HiPos exposure and make the program part of the business. ### Cohort community Peer learning circles build a network of future leaders across functions and locations, who continue to support each other long after the program ends. ## Tailored versions ### Emerging leaders track For high-potential individual contributors and [new managers](https://bodhih.com/first-time-manager-training/), focused on leading self and leading others, with a shorter project and peer coaching. ### Senior HiPo track For future business and functional heads, with more emphasis on strategy, enterprise leadership and executive exposure. ### For GCCs and global organisations Mixed cohorts across countries, [live virtual](https://bodhih.com/live-virtual-classes/) modules and projects that serve global business priorities. ## How we measure impact The ADDIE evaluation plan links learning to succession outcomes. We run leadership assessments and 360° feedback on AssessAll at the start and end to measure growth. Sponsors rate the action learning projects. IDP progress is reviewed at 30, 60 and 90 days after each module. Over 12 to 24 months, we help HR track promotion rates, bench strength for critical roles and retention of the cohort. AA Pair this program with [AssessAll](https://assessall.com), Bodhih’s AI assessment platform, for pre- and post-program skill measurement. ## Frequently asked questions ### What is a high potential employee? A high potential employee is someone who has the ability, aspiration and engagement to grow into more senior and complex roles. High performance is not the same as high potential: a person can excel in their current role but not want or suit a bigger one. Good HiPo programs assess all three dimensions. ### How do you identify high potential employees? Combine manager nomination with objective data. Use a clear definition of potential, calibrate talent reviews across managers, and add assessments such as psychometrics, leadership assessments and 360° feedback. Tools like the 9-box grid help, but only when managers are trained to avoid bias. Bodhih can run assessments through AssessAll. ### How long should a HiPo program be? Effective high potential programs usually run for six to twelve months, because leadership growth needs time and real application. Our recommended design spans six to nine months, combining assessment, workshops, an action learning project and coaching. Shorter versions are possible but should still include on-the-job stretch. ### What should a high potential program include? A strong program includes fair identification and assessment, individual development plans, leadership workshops, stretch assignments or action learning, coaching, mentoring by senior leaders and regular review. It should also connect to succession planning, so development leads to real career moves rather than just a certificate. ### Should you tell employees they are high potential? Most organisations now choose transparency, because it helps retention and engagement. The key is to communicate carefully: potential is not a guarantee of promotion, status can change, and being in the program brings expectations. We help HR teams prepare the communication and manage those not selected. ### How is this different from Bodhih's accelerated leadership program? The high potential leadership program is a full talent journey, starting with identification and assessment and ending with succession outcomes. It runs over several months and includes action learning and sponsorship. Our accelerated leadership program is a shorter, workshop-based option that can form one part of a wider HiPo journey. ### How do you measure the success of a HiPo program? Look beyond satisfaction scores. Measure growth in leadership capability through repeat assessments and 360° feedback, the business value of action learning projects, and, over one to two years, promotion rates, readiness for critical roles and retention of the cohort. These measures show whether the high potential leadership program is actually strengthening your succession bench.