Identified as “High Potential” — Then Left to Figure It Out

Emerging leaders often look capable on the outside. But quietly — many are struggling more than we admit.

Emerging leaders often look capable on the outside.

They’re delivering.

They’ve been identified as “high potential.”

They’re trusted with more responsibility.

And quietly — many are struggling more than we admit.

Over the past few months, I asked a group of experienced HR and L&D leaders how confident they felt that their organisations were building the skills and behaviours needed in future leaders.

Emerging leaders often look capable on the outside. But quietly — many are struggling more than we admit.

Most rated their confidence between 6 & 8 out of 10.

Not failing.

But not fully confident either.

Thank you to everyone who contributed so openly — your insights shaped this thinking.

What emerged wasn’t criticism.

It was tension.

The stretch is real.

The support is inconsistent.

And that gap is exactly where the emerging leader struggle tends to live.

The Transition We Underestimate

The move from individual contributor to leader is one of the most fragile career inflection points. Research consistently shows that derailment rarely stems from lack of capability — it stems from behaviour under pressure.

When someone steps up, three shifts happen quickly:

Visibility increases.

Expectations accelerate.

Pressure intensifies.

This isn’t just a promotion. It’s an identity transition.

And identity almost always lags behind responsibility.
Small group leadership workshop or facilitated discussion in a modern, light-filled workspace.
Emerging leaders often look capable on the outside. But quietly — many are struggling more than we admit.

Visibility, Expectation & Pressure

First, visibility increases before identity catches up. People find themselves in bigger rooms, speaking to senior stakeholders, feeling watched differently. Herminia Ibarra describes this as “acting into” a new identity before fully feeling it — an uncomfortable but necessary stretch.

Second, expectations rise faster than confidence. Organisations think, “They’re ready.” Individuals think, “I need to prove I deserve this.”

Third, pressure amplifies patterns. Under stress, strengths overextend — and old habits grow louder.

This isn’t a failure of the individual.

It’s a limitation of development approaches that stop at awareness.

What HR Leaders Are Seeing

The development gaps HR leaders highlighted were consistent: difficult feedback, delegation, strategic thinking, influence, confidence, coaching others.

In short — the shift from expert to leader.

The biggest barriers?

– Time.

– Line managers not prioritising development.

– Budget pressure.

– Unclear definitions of “good.”

One respondent said it perfectly:

“We dip leaders into workshops, inspire them — then drop them back into an environment that hasn’t changed.”

The day job wins.
Small group leadership workshop or facilitated discussion in a modern, light-filled workspace.
Emerging leaders often look capable on the outside. But quietly — many are struggling more than we admit.

Stretch With or Without Support

Struggle doesn’t mean someone lacks leadership capability. It means they are stretching.

The Centre for Creative Leadership highlights that sustainable development combines challenging experiences, reflective feedback and supportive relationships. Remove reinforcement, and growth becomes fragile.

Stretch without support turns into self-doubt.

Stretch with reinforcement becomes capability.

If we normalise the wobble — the lag between confidence and responsibility — struggle stops being a warning sign. It becomes part of the leadership journey.

Thank you to the HR and L&D leaders who contributed to the research behind this piece. Your honesty around time pressure, behaviour change, and the realities of embedding development shaped this article.

This article also draws on insights from research by the Centre for Creative Leadership, Harvard Business School, Hogan Assessments, McKinsey & Company, and recent CIPD leadership reports, alongside responses from experienced HR leaders.

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