Sunday, October 17th, 2021

Situation: You have just received the results of an assessment for someone you are considering to hire. You believe you have a great person and the results of the assessment seem to be positive. Most assessment companies declare that the assessment should be no more than 30% of the selection process. In order to maximize the information in the assessment, you need to know how to use the report. Some assessments are easily faked when taken and this process will help you understand the assessment’s reliability and validity

The key to remember is- that validation comes from ……

Now that I have chosen the consultant to work with me and my organization, how do I introduce the consultant to my people?

What a great question and one that is not to be taken lightly. There are a few clear messages that you need to communicate: …..

John had been with me five years. He had been a top producer for four of these years. He learned quickly and showed promise right away in his first week. The market is difficult now- John won’t earn as much as he did last year, but he still is within 10% of last year. He is great. I never have to spend time with him because he is always on task. I sure wish the other five sales people did not take so much time. They always have questions even when I show them how to do their job.

There are several possible issues here…..

This article is a self discovery exercise for the team you lead. It is a brief exercise that will allow you to quickly assess how well your direct reports are functioning as a team. You should note that a prime leadership objective from the CEO to an entry level manager / leader: “To build a team of…” Follow the steps below to determine the team strength of your direct reports.

Rate your team members on these common characteristics:
• Communication: How well do I interact with this person and do they with their peers on my team.
• Performance: Rank each member on their performance of the their job
• Values: How does the person share in the common known business values of the team

There are many signals or messages company owners get that hit them in their gut. And the answer is…I need some help… maybe a consultant of some kind. Where do I go and how do I make a good selection for me and my business?

Economies, organizations and individual attitudes are constantly changing and almost always out of sync with each other. If your gut tells you there are some changes going on in your organization and you don’t have a handle on them, here is an exercise that you can do with your direct reports to determine what is out of sync and what really working well! It is easy to do, but once the topics are opened up the leader needs to be committed to action. Otherwise, you will experience a loss of credibility and possibly make things worse

Communicating & Tracking Your Long Range Plan
Too many long range plans fail to be implemented. This occurs because they are not communicated to the entire organization where they may add the finishing touches to the programs that will achieve the goals. It is no wonder the plans are not implemented or optimized when the implementers are not given the opportunity to engage in the implementation plan which really occurs after the retreat.

What you expect needs to be reviewed or inspected. Otherwise plans fail to be implemented and get lost in the day to day operations. Our monthly and thereafter quarterly feedback meetings are dedicated solely to reviewing the 3-5 programs which were the key areas to goal accomplishment.

Conducting the Retreat: You Should Consider Using an Experienced Facilitator
This is the disciplined process that the planning retreat participants experience and should not be facilitated by a retreat participant or the organization’s CEO. This is the necessary objective input that results from a safe and synergistic environment. Here is a process which I have found to be successful.

Preparation: Gathering of information for retreat participants:
This is the essential process of engaging the organization, getting input, compiling the information and communicating a specific prep-assignment to the retreat participants

The beginning of the planning process is either the beginning of positive organization change and continuous achievement or a frustrating process which ultimately lowers expectations when nothing happens. I say this because the first planning cycle sets up a perpetuation process for subsequent years when done properly. This process allows leadership to work on their business rather than in there business. It is very different than the day to day activities one experiences in job performance. It is a process that does not normally take place because of a fear or lack of knowledge as how to proceed or perhaps a past unsuccessful planning retreat.