Tag Archives: assessment

Watching, Observing, Assessing

“You can still feel an allegiance to the project,” I said, “and, you are correct, as a manager, you have to solve the problem in a different way. You have to move the team. What are your levers?”

“What do you mean?” Miriam looked puzzled.

“It’s one thing to say you have to move the team, but what do you do? Where is your leverage? If your role is NOT to solve the problem, but to get the team to solve the problem, what do you control?”

Miriam stopped to think, then finally replied, “I get to pick who is on the team, team membership. I decide on training. I decide who plays what role on the team. I specifically assign tasks. And, I get to watch, observe. I can coach, but I have to stay off the field. Ultimately, I have to assess effectiveness in the role. It’s either more training, more coaching, more time or de-selection.”

“And, at the end of the day, who is accountable for the output of the team?” -Tom

Don’t Play Amateur Psychologist

From the Ask Tom mailbag – gleaned from a colleague’s mail list.

Do you have anything on Meta Competencies, if you have never heard of them, they’re personal indicators of future potential for higher up jobs. All part of our talent management project, which is based on “being good enough at your current job doesn’t mean you have potential to do a higher up job.”

This is a noble question which leads us astray for the answer. It is a sucker punch which assumes there is a psychological indicator for human potential. The question invites us (managers) to climb inside the head of a candidate or team member. But, once inside this head, most managers will find themselves on shaky ground. That psychology course in high school or college will abandon them. Few managers have degrees in psychology, advanced degrees or are certified to practice psychotherapy, yet here they are, inside the head of a candidate, looking for a “personal indicator of future potential.”

An alternate course, to answer this question, to identify “potential to do a higher up job” starts with how to define “a higher up job.” Talking about the job, talking about the work, now, most managers are on solid ground. Most managers can easily identify a “higher up job.” And that is where the answer is. Don’t try to climb inside the head of the candidate, focus on the work.

While we have an intuitive sense of a “higher up job,” until we can accurately define levels of work, identifying potential in a candidate will remain elusive, and indeed, allow psychologists to try to sell us all sorts of magical assessments. The instant we can accurately identify levels of work, we can get great clarity on human potential.

Focus on the work. Managers are experts on work. Let me borrow an insight from Lee Thayer. “The best measure of performance is performance.” Hint, this is NOT a circular reference.

The best measure of potential is evidence of potential (the original question). A person with potential will leave clues. All we have to do is see the clues. “Being good enough at your current job doesn’t mean you have potential to do a higher up job.” The answer is simple. Give the person a higher level of work. The best method to test a person’s potential is project work. Given a higher level of (project) work, the candidate will either effectively handle it, or not. The best measure of performance is performance.

Stop playing amateur psychologist and focus on the work. It’s all about the work.