Hey everyone it's Kurt we need your help with our annual survey this is your last chance to help us get to know you so we can make idea cast even better for you

it's easy just go to HBR.org

podcast survey.

Again, that's HBR.org.

And thanks for listening. Welcome to the HBRIDIA cast from Harvard Business Review. I'm Kurt Nickish in Forseer Green Carmichael. Not that long ago, it used to be that if

your company thought you should be put on the management fast track,

you found out about it by a tap on your shoulder.

One of the senior executives, or maybe somebody from HR, would tell you that you've been assigned to executive training and they'd send you off for three months.

When you came back, hopefully you were savvy enough not to wear sunglasses and a polo shirt with the name of the business school

where you just spent three invigorating

months while everybody else worked and within a short while you'd be announced as a new

company vice president.

Nowadays that system is gone.

First of all, good luck getting three months of training.

That's pretty expensive.

Second, the system for identifying and accelerating high potential employees is much more complicated now.

You may be on your company's list and not even know it.

Here to talk about how you can get on and stay on, your company's fast track is Jay Conger, a leadership professor and researcher at

Claremont McKenna College.

He's also the co-author of the new book The High Potentials Advantage.

Jay, thanks so much for talking with the HBR idea cast.

Kurt, it's my pleasure.

...