Thousand Yard Stare

Some quick thoughts on assessing and evaluating leaders. 

Too often we make snap judgements based on small windows of information, failing to look at both the context of the situation and the opportunity to use assessment for growth and development.  When we do this kind of assessment, we devalue the individual by reducing his/her past through the Fundamental Attribution Error, and limiting his/her future by not using assessment as an opportunity to move forward.

Secondly, I think our tools for assessment are far too limited.  Our first mistake is we don't create a standard by which to measure ourselves.  By not creating standards or defining what it means to do a particular job or lead in a particular area, our assessments become subjective and unhelpful.  Talent and personality profile assessments can be informative, but the best thing you can do for yourself is try to create clear and attainable standards. 

Finally, our assessments often become too static.  Leaders and organizations are far too prone to framing something and leaving it there for eternity.

So here's a few suggestions as you think about assessing and evaluating the leaders in your organization.

Person, Performance, and Context

Instead of only evaluating the person--his/her personality, habits, talents and idiosyncrasies--we need to think in a more holistic manner about what it is we're evaluating.  We need to consider his/her performance as well.  But the performance can not be isolated either.  The performance can be the easiest to objectify, and therefore end up being the easiest to focus on if you're having trouble doing an assessment (saying things like "you did this when you should have done that").  Context is the full picture of what situations the person has been in and gives understanding to the aims of his/her performance.  Give full attention to the person (who they are), their performance (what they do), and the context (the where, when, and possible why).  

Assess, Equip, Refine

For a couple years now, I've been using this framework for development plans.  

The assessment is an objective look at the standards of the job.  Where are we trying to go?  What is expected of the individual?  Do they meet those standards?  Whether they do or do not meet the standards, what are our goals for this individual and what are the obstacles we will need to address to get him/her there?  Having a conversation with someone about these goals and obstacles can be a huge win.

Equipping the individual is taking the assessment past mere evaluation and into practice.  It's using feedback and coaching to help someone.  It's providing resources that increase knowledge and understanding.  It's giving opportunities to experience new kinds of assignments and tasks that will create disequilibrium and application for the coaching and resources.  Keeping it simple is the best option.

Refining is simply revisiting your assessments, your goals, and measuring the progress toward those goals.  At its essence, refining is giving the process a chance to change.  It's evaluating your own assessment again.  

Remember that evaluating someone begins with creating the standards you want to perpetuate in your organization.  If you don't have clear standards for those you're evaluating, they will likely flounder in underperformance or create their own standards that may or may not jive with where you want to go.

jd