Do You Test Your Staff?

from Able Leader, May 2004

by Steve Kaye

Most leaders use casual observations of work performance when choosing whom to promote. But could you do more? That is, are you using a deliberate system to test future leaders for the qualities that will truly serve your organization? Or are you trusting random events?

Here are five tests that range from ordinary to essential.

1) Test their technical competence
This is the easiest quality to test because you can use routine work assignments. It is also the least relevant.

How: Assign projects that require technical skills. Ask them to give presentations or tutorials on technical issues. Engage them in conversations about technical issues.

Grade on: Does their work demonstrate technical competence? Do they understand fundamental concepts? Are their results innovative? Where does their technical knowledge end?

Example: Every job interview for an engineer at DuPont's plant in Martinsville, VA, included a plant tour. This served to test the candidate's technical skills through their comments and questions.

2) Test their business skills
Effective business skills are essential to manage and run a business. Leaders apply this quality to create the future for the organization.

How: Ask them to lead a project. And, of course, each leadership assignment serves as a test of business skills.

Grade on: Do they create a vision for the project's conclusion? How far out does their vision extend? Do they set goals, form strategies, and make plans? Are the goals and plans realistic? Are the strategies effective?

Example: A manager called a major two-day meeting to resolve software issues - with no agenda. That meeting wasted over $50,000 worth of payroll dollars and travel expenses. If this were to happen in my organization, that manager would be demoted to junior mail clerk.

3) Test their people skills
Anybody can give directions and demand results, but effective leaders do more. They inspire others to work with them to achieve their vision. They win trust. They create a culture of expanding excellence.

How: Ask them to mentor someone. Engage them in a conversation about an issue that involves feelings (instead of things). Ask them to resolve a conflict with someone else. Ask them to represent (or assist) you in a negotiation.

Grade on: Do they show compassion toward others? Do they convey empathy? Do they pay attention when others talk to them? How intense is their focus on the person speaking? How well do their remarks relate to what others say? How do they treat others? What do others say about them?

Example: Sometimes during a conversation I'll make a comment about a personal issue, such as a disappointment or a struggle. Then I pay attention to the response that I get. Does the person show interest, empathy, and compassion?

Example: While dining on a trip, I like to watch people in restaurants. You can easily identify the people who treat the servers with respect. You can tell which couples have loving relationships. You can separate those who help from those who hurt.

4) Test their values
Values drive decisions that determine the type of culture the leader will create. And this culture determines the future for that organization.

How: Give them choices that challenge their values. For example, give them gifts. Give them too little. Give them too much. Give them ideas. Give them uncertainty. Give them complexity. Give them doubt. Give them failure.

Grade on: How do they respond? For example, are they grateful for gifts? What do they do with the gifts? How do they deal with scarcity? Surplus? Do they use new ideas? Are they challenged by complexity? Can they rise above doubt and failure?

Example: When I chaired a program that showed people how to start a professional speaking business, I asked the class to write a thank you note to each of our lecturers. Then I would poll the class, "How many of you wrote a thank you note?" Those who wrote notes showed me that they had the quality of being grateful. (Note: I help people who are grateful.)

5) Test their ethics
This subtle quality may be the most important of all. Bad ethics always causes ruin. It is also the most difficult to test. First, everyone believes that their actions are based on good intentions. But doing bad things for good reasons is still wrong. Second, people evolve into committing large crimes by starting with small indiscretions such as breaking minor rules, taking little things, or telling tiny lies. Thus, you are most often looking for small clues.

How: Give them opportunities where consequences appear to be absent. For example, give them access to funds, information, or resources without having to account for them. Test if others can talk them into breaking rules. Give them problems where crime is an easy solution. Note: apply caution here because you want to avoid luring people into committing crimes. You will also need to intervene quickly if the person begins making bad choices.

Grade on: How do they respond? Do they break the rules? Do they shade the truth? Can they be talked into doing wrong? How fiercely do they hold onto what is true, correct, and good?

Example: When I was a boy, I belonged to a club that organized a pancake breakfast to raise money. As a junior member, my job was to clear tables. When I found a quarter on one of the tables, I gave it to the club leader. "Someone left this on the table, Sir."

Example: The club leader laughed at me and put the quarter in his pocket. I quit the club soon after that.

Your assignment
Plan ways to test future leaders for the qualities that reinforce the mission for your organization.

Key Point: You are always being tested.

Much success,

Steve Kaye
714-528-1300