Managers and leaders are often encouraged to do some self-assessment to help develop their skills and behaviours. There is a good article in Management Today this month about assessing for strengths rather than development areas, for example (which we applaud!)
But when we carry out these self-assessments, how honest are we with ourselves? Do we ever actually challenge ourselves to evidence our ratings? For example, if we rate ourselves as 9/10 for empathy and 7/10 for using initiative, can we actually bring examples to mind to support those figures - or do we just rate on a general gut feel? Do you have 9 recent examples to justify that 9 out of 10?
Of course, as the article suggests, we can sense check our ratings through asking others for feedback too. Assessment tools such as 360’s and Belbin team roles, with their observer’s input, can help to either substantiate or challenge our own point of view.
Taking a bit of extra time to think through your response next time you fill in a self-assessment will give you greater clarity around how you might be using your strengths and where any gaps may be.
How feedback and assessment tools can help prevent conflict.
I thrive on seeing people do things they didn’t think they could do! I draw on my management and leadership experience from working in senior positions in the Metropolitan Police Service, running Focal Point since 2002 and working across all three sectors in the widest variety of environments. Because we rarely learn things first time, we believe it is vital to provide support before, during and after the events we run, in order to get the best from them. Time and time again people have told us how the chance to review their learning and to have their actions reinforced has really helped cement new ways of doing things. This is what has then made the difference that they and we are looking for. I am a fellow of the CIPD and when I am not working with clients I can be seen on the golf courses of Hampshire.