We live in a world of data - sometimes so much that the amount can be overwhelming. So, you don't know what to trust and when you should just go with your gut. The answer - use both!
How can I help you do that?
Why Use Assessments?
From the jump, I want you to understand that you will make the development, hiring or promotion decision - not the assessment. And, not me - it's your company.
And, assessments aren't a crystal ball. But, my clients have told me that the assessment data "crystallized" their thinking - confirming (or disconfirming) what they already knew.That process is powerful for my clients (more on that below).
So, why use the assessments at all? Because when you're in the process of making a major development, hiring or promotion/succession decision, you have other factors that are affecting your decision making:
* Development: The professional in your company has a lot of technical expertise but is plainly hard to work with and is annoying others (including being directly or indirectly disruptive). You're wondering if you need to part company with them, but are wondering if you missed something and that firing the person could be a mistake. In fact, I'm typically called in these scenarios and find the "boss" did miss something that could've turned the person around (a "win-win" for the company and person). I can often detect what was missed through leadership assessments.
* Hiring: You have a position that's been open for a while. You're getting tired of looking. "Maybe this last candidate can get the job done?" But most likely, you're just tired of looking (something I call "search fatigue"). Leadership assessments can both help you know the degree of fit of the person for the position as well as within the company culture. Leadership assessments can be a very helpful and productive data set to add to your existing search process.
* Promotion/Succession: Many of my clients get stuck in a promotion decision making process because they don't have enough information to confidently promote (or in family businesses, seriously consider somebody as an heir to the family business). Leadership assessments specifically geared for these promotion or succession scenarios can identify what the individual needs to competently work on at the next level. The assessments also give valuable clues whether coaching would help fill in the leadership skill gaps (or, does your company need to consider someone else).
HOW I'M DIFFERENT FROM OTHER LEADERSHIP ASSESSMENT CONSULTANTS:
* Expertise Selecting Leadership Assessments:
Assessments that provide you with the best, usable data, are based on a lot of science. As part of my training as a psychologist, I know how to understand that science and how to apply it so that the assessments we'll use will get the job done.
* Expertise Helping You Understand
I use leadership assessments in every aspect of my work. So, I have considerable skill understanding the results. But even more than that, I can plainly explain to you what the results mean in the situation at hand.
* Expertise Connecting the Dots Between What the Results Mean and How to Use the Results To Improve Workplace Behavior:
As a leadership assessment expert and master-level coach, I connect the dots for my clients between what the leadership assessments say and how to use that information to improve leadership expertise. The place this really comes alive in an assessment project is when we discuss the results. The sharing of our perspectives results in a picture of what the person under consideration is all about and what should be the next, concrete step.