In a traditional performance evaluation, someone is assigned to compile and review with each executive a summary of her/his strengths, contributions, growth, and opportunities for improvement. The traditional process has many weaknesses which are summarized in this article recently published by Flevy.com, such as:
- Compiling a quality performance assessment is difficult; consequently it often gets put off to be done at the last minute but it also takes time to do a good job and time runs out.
- Assessment content tends to be arbitrary based on ability, skills, and perspective of the reviewer and may not represent the best thinking or interests of the team.
- Reviewers tend to avoid raising and dealing with tough matters that should be addressed aggressively because it is uncomfortable and they are not trained or motivated to do otherwise.
Continue reading How to Drive Elite C-Suite Performance
When an employee departs voluntarily it is almost always unanticipated and unwanted. Too often, though, leaders rationalize that employees who leave voluntarily were marginal and will not be missed.
To keep the best on board, and to head off after-the-fact rationalizations, ask managers now to identify employees they would least like to lose. Go on to also ask what is being done to keep each and every one of them engaged and on track to success in the organization. Follow up to make sure what needs to be done is actually done.
When any employee leaves of their own choosing, assign a senior person with no stake in the case to speak with the departed. Use the survey questions in the form linked to the above graphic to draw out what happened, why s/he has decided to leave, and to be sure whatever needs to be unearthed and learned is brought to light. Continue reading How to head off unwanted voluntary attrition and what to do when it happens.
Leaders of fast growing, early stage organizations operate at such a fast pace that often the last thing there is time to do is assess each member of the top team’s performance to determine how to prepare them for the next stage of evolution.
Most team members know each other pretty well. They have a good idea what each other is good at, has contributed, how they have grown, and what they should focus on next for success. However, team members rarely have the time, energy, training, or nerve to share what they know in a forthright, supportive conversation with one another. Continue reading How an Executive Performance Assessment Process helped a COO become a CEO.