5 Questions to Include in a Talent Review Conversation*

*Because "Where do they land on the 9-box?" isn't a strategy.

Talent review season has a funny way of turning Talent leaders into amateur courtroom attorneys. We debate performance. We question potential. We split hairs over readiness. And too often, we walk out of the room with a dot on a tired 9-box and very little momentum.

The best talent reviews I've participated in haven't relied solely on performance review metrics. They are rooted in storytelling and good conversation, and those start with better questions. Questions that invite examples of an individual's capability, aspiration, risk, and opportunity...which, frankly, is where succession management comes alive.

If you're leading talent reviews and want to modernize this process, or if you're seeking growth in this area, here are 5 forward-thinking questions that consistently elevate the conversations and actually drive action.

Question 1: Where does this person create the most value - today and in the future?

Why it works: This shifts the conversation from simply who's good to where they matter most.

Talent impact is contextual - the value a person brings to an organization isn't limited to the scope of their current role, it's about making strategic moves that lead to business results. This question forces leaders to connect talent decisions to business priorities and not over-rely on individual performance.

Why it matters: If you're not aligning people to where value is created, you might be managing talent, but you're not necessarily leading it.

Question 2: What capabilities will this role require 12-24 months from now - and how ready is this person?

Why it works: This is the antidote to backward-looking reviews.

Human capital research shows that high-performing organizations are decoupling development conversations from past performance and focus on future capability and skills readiness.

Also, "readiness" can be vague - leaders often have their own idea of what "ready" looks like, so expanding the conversation to discuss this can help clarify.

Why it matters: Potential isn't a personality trait. It's the ability to grow into what the business needs next.

Question 3: If this person left tomorrow, what would break - and how surprised would we be?

Why it works: It's a provocative, uncomfortable question that gets to the heart of retention, performance, and future potential.

I've been digging into studies from Gartner lately and am finding value in their perspective. Their research indicates that only 30% of leaders believe their bench is strong. Part of this is because we are failing to bring retention and succession risk into the conversation early enough. Yes, it can be an uncomfortable conversation...that's the point.

Why it matters: Talent reviews should reduce surprise...not create it.

Question 4: What experiences - not training - would most accelerate this person's growth?

Why it works: Courses are fine, but experiential learning can change or define a career. Only a small percentage of a person's growth and development comes from formal training. They do play a role, but development really sticks when it includes stretch assignments, exposure to people/processes, cross-functional projects, coaching, feedback, and other immersive experiences.

Why it matters: If your primary recommendation is to send someone to a course, program, or conference to become successor-ready, well...it's going to fall flat.

Question 5: What decision are we making about this person because of this conversation?

Why it works: It guides the conversation from high-level assessment toward definitive action. Research is clear that talent review initiatives fail when they stop at assessing an individual or talent pool instead of forcing clear actions.

Why it matters: No decision, no value. Talent reviews are not what-if scenarios.

Here's the thing...

For current or aspiring executive people leaders, credibility isn't built on having a 9-box filled with potential future leaders. It's built on showing up with confidence in future-thinking conversations, asking better questions, and driving clearer decisions.

If your talent review feels cordial and dances around your real concerns, challenges, and opportunities rather than addressing them...it's probably not working.

Your turn:

I know I'm in the thick of talent review and succession conversations these days. Are you? What's on your talent review agenda this year? I'd love to hear about it! Let's connect on LinkedIn, or drop me a line at michelle@compendiumtalent.com anytime.