Imagine looking back 5 years from now on the prior 5 years: What will you be able to say about your … PEOPLE DEVELOPMENT SCORECARD? (What can you say about the last 5 years?)
2/year = Legacy.
2/year = legacy.
“The ONE Question”: “In the last year [3 years, current job], name the … three people … whose growth you’ve most contributed to. Please explain where they were at the beginning of the year, where they are today, and where they are heading in the next 12 months. Please explain … in painstaking detail … your development strategy in each case. Please tell me your biggest development disappointment—looking back, could you or would you have done anything differently? Please tell me about your greatest development triumph—and disaster—in the last five years. What are the ‘three big things’ you’ve learned about helping people grow along the way?”
“A man should never be promoted to a managerial position if his vision focuses on people’s weaknesses rather than on their strengths.” —Peter Drucker, The Practice of Management
EVALUATING PEOPLE = #1 DIFFERENTIATOR Source: Jack Welch, now Jeff Immelt on GE’s top strategic skill (!!!!)
“In most companies, the Talent Review Process is a farce. At GE, Jack Welch and his two top HR people visit each division for a day. They review the top 20 to 50 people by name. They talk about Talent Pool strengthening issues. The Talent Review Process is a contact sport at GE; it has the intensity and the importance of the budget process at most companies.” —Ed Michaels, War for Talent
53 = 53
People are NOT “Standardized.” Their evaluations should NOT be standardized. EVER.
Standardized Evaluations? NFL players? World Cup team players? Actors in a theater company? Dancers in a ballet company? Etc. Etc.
“The key difference between checkers and chess is that in checkers the pieces all move the same way, whereas in chess all the pieces move differently. … Discover what is unique about each person and capitalize on it.” —Marcus Buckingham, The One Thing You Need to Know
*Do football coaches or theater directors use a standard evaluation form to assess their players/actors? Stupid question, eh?
*Does the CEO use a standard evaluation form for her VPs? If not, then why use one for front line employees?
*Evaluating someone is a conversation/several conversations/a dialogue/ongoing, not filling out a form once every 6 months or year.
*If you (boss/leader) are not exhausted after an evaluation conversation, then it wasn't a serious conversation.
*Does it take you at least a day to prepare for a 1-hour evaluation meeting? If not, you are not serious about the meeting.
*I am not keen on formal high-potential employee I.D. programs. As manager, I will treat all team members as potential "high potentials."
*Each of my eight "direct reports" has an utterly unique professional trajectory. How could a standardized evaluation form serve any useful purpose?
*Standardized evaluation forms are as stupid for assessing the 10 baristas at a Starbucks shop as for assessing Starbucks' 10 senior vice presidents.
*Evaluation: No problem with a shared checklist to guide part of the conversation. But the “off list" discussion will by far be the most important element.
*How do you "identify" "high potentials"? You don't! They identify themselves--that's the whole point.
*"High potentials" will take care of themselves. The great productivity "secret" is improving the performance of the 60% in the middle of the distribution.
“To develop others, start with yourself.” —Marshall Goldsmith
“Being aware of yourself and how you affect everyone around you is what distinguishes a superior leader.” —Edie Seashore (Strategy + Business #45)
“Leadership is self-knowledge. Successful leaders are those who are conscious about their behavior and
the impact it has on the people
around them. They are willing to examine what behaviors of their own may be getting in the way. … The toughest person you will ever lead is yourself. We can’t effectively lead others unless we can lead ourselves.”
and Bring Out the Best in Yourself and Everyone Around You
“How can a high-level leader like _____ be so out of touch with the truth about himself? It’s more common than you would imagine. In fact, the higher up the ladder a leader climbs, the less accurate his self-assessment is likely to be. The problem is an acute lack of feedback [especially on people issues].” —Daniel Goleman (et al.), The New Leaders