Silent talents
- Marie-Lorraine Rouy
- Apr 7
- 2 min read
Talent policies still tend to focus heavily on identifying and retaining 'high potentials'—those seen as future leaders.
Yet, one can be absolutely essential to a company or a transformation without being officially identified as a “high potential.”
Because they’re introverted and prefer to stay out of the spotlight.
Because they’re 62 years old and hold the living memory of the entire department.
Because they’re the newcomer—and the only one who masters a new strategic expertise.
Because they’re the go-to person who always finds solutions, no matter the problem.
Because they have strong emotional intelligence and naturally step in as a mediator in times of tension.
Because they work in the shadow of a manager who fears they might be recruited by another team if their talent were to be more widely known…
And yet, these are precisely the people that managers and colleagues instinctively turn to in times of crisis or strategic change.
Because on the ground, they’re seen as reliable and always there when it matters most.
But is this “talent pool,” which extends beyond the classic definition of high potentials, clearly identified by HR? More importantly, is it known and recognized by top leadership? Not always.
This leads to three major risks:
A loss of opportunity or innovation capacity, as these “too quiet,” “too young,” or “too senior” talents are underutilized.
The departure of key people, discouraged by the lack of recognition—often causing immediate disruption in their teams.
A growing risk of psychosocial stress (burnout, disengagement), since silent talents are often the ones most in demand, thanks to their skills, commitment, and mindset.
Identifying and supporting these silent talents is a critical component of an effective talent strategy—and a key success factor in transformation.
