Evaluation & Mentoring of Individual Managers

What's good for your employees is good for your managers.

In a previous article I outlined how I went about gathering information regarding, and then assisting, individuals in your sales force. My belief is that everyone, from the CEO to the newest line worker, is accountable. Accordingly, each associate should be open to a review of not only their performance, but a look at HOW they go about getting it done.

Certainly, each person's results against his or her goals and objectives comes first. But if a trail of disappointed or frustrated customers, internal or external, is left in their wake, this must be corrected every bit as much as the numbers themselves. Perhaps we've experienced a great customer or a solid employee leave us over poor communication, no sense of urgency, or overly aggressive behavior.

Too much is at stake for us to fail to address these issues.

The approach I take with managers is very similar, as it should be, to individual employees. Most all of what I do begins with 1 to 1 interviews which include personality profiles for not only the manager, but those around them. By talking with persons involved with the particular manager, both reports & others who may work with them in a more casual manner, I can begin to paint a realistic picture. Others, including upstream & downstream employees assist in getting it right.

When all this data is viewed in light of every one's personality profile,it's rare that it isn't quite accurate.

The next step is to discuss the findings with the CEO. The findings may vary from extremely positive to disturbingly negative. The CEO will know intuitively how accurate the study is, but more importantly the data confirm it. My goal is to explain the interactivity & why certain results follow, to make the results crystal clear & understandable.

Obviously, action taken is much easier when it's favorable. The CEO & I can reinforce behaviour. There might even be a discussion about a possible promotion or pay raise with the manager & CEO.

If the findings are negative, it becomes bit more delicate.

I will then discuss them with the manager to the end of determining how well they understand and accept the findings. This is critical because it is far more "doable" for any of us to make necessary changes if we understand the challenges. It will also most likely make a difference with the CEO if the manager is open to change, all things considered. How to move ahead is then up to the CEO, as it should be. There might be a Performance Improvement Plan or at least coaching issues that are pursued.

This process is simple you may say. It IS simple I would say, but it MUST be to keep the emotion out, and the process fair to all. If done right, change can take place without threatening anyone. Improved results then will follow.