"Talent" is one of those words that gets used a lot in leadership conversations—but is surprisingly rarely defined.
And with everything changing—technology, workforce expectations, flatter structures—it's a good time to pause and ask: what do we mean when we say someone is talented? And maybe, more importantly, how do we spot it before it's evident to everyone else?
Too often, "talent" is equated with performance. But performance is a backward-looking measure. It tells us who has succeeded in a specific role and context. It doesn't necessarily tell us who's ready to take on more.
At Northpoint, we define talent as:
Potential in motion—the ability to grow into bigger roles, tackle more complex challenges, and contribute beyond today's job description.
This definition matters because it shifts our focus from what someone has done to what they can become. It encourages us to look not just at today's "stars" but those quietly building momentum for the future.
How do we identify talent in motion?
In our work, we see it show up in three key ways:
- Potential – They're curious, comfortable with complexity, and learn fast.
- Drive – They take initiative, not just direction. They lead without needing a title.
- Impact – They make the team better. They influence, shape, and elevate the work around them.
What do we look for?
Spotting talent means shifting from box-checking to pattern recognition. It means asking:
- Who's stepping into uncertainty instead of away from it?
- Who's asking great questions—not just giving great answers?
- Who's helping others think, grow, or move forward?
- Who's consistently raising the bar, even without being asked?
Why it matters
As roles and structures evolve, identifying talent isn't just about succession planning—it's about creating movement. Making space for people to grow, try things, and stretch beyond their job description.
If you're only focused on succession planning for today's org chart, you may be missing the very people who can help shape what comes next.
In Conclusion
The future of your organisation may already be in the room—just not in the role you expect. So next time you're in a talent review or leadership meeting, try asking:
Whose potential is already in motion—even if we haven't named it yet?
