Tamara Kellam-Washington

This point ties back to the 2nd — assessing the organizational context. As a leadership development consultant, I’ve learned not to accept the client’s goals at face value. Their goals may lack a comprehensive overview of the problem’s causal factors, or the attitudes of the stakeholders involved. As a result, we may find ourselves tracking progress in the wrong areas, or making unsustainable progress. I’d rather pass on a client who doesn’t understand this than to move forward with a contract and then be scapegoated for any failures or lack of success.

Effective leaders, especially those in HR, must be guided by their values and what they see is possible for the organization, even when others resist. Having and sticking with one’s vision is the key to establishing and maintaining credibility and leading with integrity. It also involves a more progressive and radical style of HR leadership that is strategic rather than the traditional reactive model that responds to crises, puts out fires, and provides corporate therapy.

The implementation of successful performance management processes requires ongoing buy-in, vision, and engagement from leadership. I say vision because it is more than just an annual exercise, and has the potential to accelerate performance and engagement when all relevant parties are invested in its success. Creating a system that fits a company’s unique needs is an iterative process necessitating ongoing feedback, improvement, and training. Regardless of the size of the company, the importance of formal and informal performance management processes cannot be overstated, especially in remote companies. When done correctly, the return on investment is significant.

In addition to the MSCEIT and the ESCI, the EQ-i 360 assessment allows raters to assess your overall emotional intelligence skills, including your interpersonal strengths and weaknesses. While the MSCEIT and ESCI instruments measure one's abilities related to social awareness, they are not predictive (O'Connor et al., 2019). The EQ-i 360, on the other hand, may have higher predictive validity, especially as the number of raters and rater groups increases. Source: https://www.frontiersin.org/articles/10.3389/fpsyg.2019.01116/full

I like to think of summaries as transition statements for when clients are ready to move from one topic to another, and from one stage of the session to the next. As a coach, you use summaries to synthesize key insights that can serve as new pathways in the conversation or facilitate movement through the four stages—engaging, focusing, evoking, and planning.

Rater Error Training (RET) can also help managers identify and minimize common biases that tend to negatively impact performance feedback. Also, feedback forms and questionnaires can be designed to reduce arbitrary feedback. For example, organizations can create a structured 1:1 format with specific topics to be addressed during those sessions, encouraging use of specific examples. This provides structure and increases accountability.