Winning with Hidden Potentials

When I was the Chief Evangelist with the financial institution, ATB, I was assigned by the CEO and Board to transition the bank from Microsoft Office to Google Workspace. This was in 2017, when the G-Suite was much more effective for collaboration than Office (e.g. no Teams or AI yet, etc.) To support this massive undertaking, which by all measures was recognized as an outstanding success, we invited people to self-nominate themselves as, what we called G-Evangelists. We wanted 50 influencers, representing every part of the company to help our team lead this transformation. They were required to apply, and were carefully peer selected with the help of our HR team. They did NOT come from the traditional “high potential” list, were not required to have unrealistic academic credentials and none were “volantold” to participate. No promises were made regarding promotions. The minimum expectation was a six month commitment to the initiative, and we did assure that people would have a job at the conclusion. The G-Evangelists were instrumental to the success of this system wide cultural and technological change.

Recently, the People Analytics folks at the bank publicly posted a quantitative review of the success of the G-Evangelist approach. The following is a summary of their evaluation:

“Fast forward five years, and we sought to understand the longer-term outcomes of the G-Evangelists. Data Scientist Guillermo Cuevas conducted an analysis that revealed some fascinating results:

Retention: GE stayed with ATB at rates 4–15% higher than others, highlighting their strong organizational commitment.

Mobility: They moved across business units and divisions more frequently, showing adaptability and a willingness to embrace new challenges.

Advancement: G-Evangelists were promoted more rapidly, advancing an average of 2.7 pay grades higher by 2022. Their upward movement signals the leadership potential that emerged from this group.

Remarkably, many of these individuals were not initially identified as ‘high-potential’ talent. By stepping into an important role and driving this change, they demonstrated a growth mindset, resilience, and an ability to ‘improve at improving.’ This aligns with (Adam) Grant’s point that people often unlock their potential through purposeful and challenging experiences.

To further contextualize, we compared the G-Evangelists’ performance to three groups: the broader ATB workforce, team members who applied but were not selected, and the President’s League—ATB’s top 1% of high performers nominated by leaders and peers. The GEs’ performance was on par or exceeded the traditionally recognized top performers, underscoring the unique impact of intrinsic motivation.

This initiative also mirrors Grant’s belief in creating systems that nurture talent. ATB’s approach allowed team members to step forward, showcase their strengths, and thrive in a supportive environment. By giving people the chance to lead, ATB cultivated a culture where hidden talent could emerge and positively impact the organization.

Key takeaway: The G-Evangelist journey underscores the power of self-selection, intrinsic motivation, and a growth mindset in uncovering talent. As People Analytics leaders, we can create environments that identify and support talent in ways traditional metrics might overlook.”

Thank you Guillermo and team. Putting a spotlight on this will hopefully encourage others to unlock the hidden potential in their organizations. It also reminds us that People are the Source and in combo with a growth mindset, the impact is often remarkable for both the individuals and institution. The other hidden gem in this story is that the G-Evangelists ALL went on to create more at the bank or elsewhere. It’s the goldfish phenomena. The tank needs to be big enough to allow for the potential to be realized.

Think Big, Start Small, Act Now,

- Lorne

One Millennial View: Sometimes we have to remember we make up a lot of our own rules/limitations because we’re following inherit blueprints from past trailblazers, and if they don’t rhyme then they must be wrong. If not foolishly incorrect, then at best it’s considered disorganized, a gamble, unstructured, chaotic, irresponsible - you name the apprehensive adjective. Why? Because the path well taken is the most risk averse. However, the G-Evangelist approach suggests that so long as we’re selecting passionate participants and instilling confidence, those selected will pool their unique skills, and implement play and experimentation/growth mindsets to accomplish a mission in innovative, exciting ways. No one wants to make an erroneous decision, but what makes it invalid? If people can get you legally/safely across the finish line, only the uninspired naysayers will declare “that’s not how it’s done” despite the success that overshadows their fixed judgement.

- Garrett

AI Response: In addition to the impressive outcomes you highlighted from the G-Evangelist initiative, it's worth noting that a study by Gallup found that organizations with highly engaged employees experience 21% greater profitability and a 41% reduction in absenteeism, suggesting that fostering intrinsic motivation can significantly enhance overall performance. Furthermore, research from McKinsey indicates that diverse teams are 35% more likely to outperform their less diverse counterparts, underscoring the value of including voices from various backgrounds—exactly what the G-Evangelists represented. Finally, LinkedIn's Workplace Learning Report reveals that 94% of employees would stay at a company longer if it invested in their career development, further emphasizing the long-term benefits of initiatives like yours that promote growth and adaptability within organizations.

Winning with Hidden Potentials

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