Delegate For Development

Posted August 19, 2016 by The Metiss Group
Categories: Leadership, Performance Acceleration

When leaders are asked how things are going, many will answer with something about how busy they are – just not enough hours in the day, can’t get anything done, running around like crazy, etc., etc.

Perhaps the simplest way for a leader to motivate, empower, and free up time is for them to ask their direct report: “What three things could I be delegating to you?”

After agreeing what can be delegated, the leader should lay out a development plan to prepare for that delegation. The development objectives should roll right into the quarterly expectations and performance measures.

This may not feel comfortable for the leader who believes “no one can do this better than I” but the leaders must remember that to get to where they are today, someone sometime gave them a break and trusted their abilities.

Leaders who empower direct reports with increased delegation have more success.

Selection Processes Reduce Chances Of Poor Hires

Posted August 15, 2016 by The Metiss Group
Categories: Leadership, Selection

Select (verb) – To choose in preference to another or others; pick out (Random House Dictionary).

Process (noun) – A series of actions, changes, or functions bringing about a result (Random House Dictionary).

A selection process should consist of a series of actions to bring about an ideal choice of candidates.  Many leaders rely on intuition, gut instinct, or some haphazard interview approach when choosing among candidates.  The best hiring managers use a defined, repeatable process for selecting talent.

The selection process should include three phases:

  1. Job and ideal candidate definition;
  2. Candidate screening;
  3. Candidate evaluation.

Define the job and ideal candidate in the definition phase clarifying what is expected of the job and what the ideal candidate will look like.  The screening phase should include consistent behavior-based questioning and assessments that tie back to the job and candidate definitions.  The evaluation phase should analyze gaps and discrepancies between observed candidate behavior and job and candidate requirements.

Hiring managers should define the steps in the selection process, stick to them, and empower those in the selection process for success.

Weigh The Steps In The Selection Process

Posted August 5, 2016 by The Metiss Group
Categories: Leadership, Selection

The U.S. Department of Labor stipulates that if hiring managers administer assessments to candidates, the results of the assessments cannot represent more than 33% of the decision to hire or not hire.  That means at least 67% of a hiring manager’s decision to hire or not hire must consist of other screening activities.  Hiring managers should consider the activities in their screening process and how are they weighted.

Below are the steps and percentages many hiring managers follow in their selection process:

  •  Phone screen (salary and basic skills fit) – 5%
  • Core values email (values and writing skills fit) – 10%
  •  First interview (skills, experience, culture fit) – 20%
  • Assessment results (personal skills, behaviors, culture, critical thinking fit) – 20%
  • Reference checks (screening concerns addressed) – 10%
  • Follow-up interviews (screening and reference concerns addressed) – 20%
  • Handle selection process (project management skills demonstrated) – 15%

While being in legal compliance is important, the reality is there is a strong business case to have multiple steps in a selection process.  No assessment is 100% accurate because humans are more complex than any one, two, or three assessments; however, they are a great basis from which to create exploratory conversations — with the candidate AND references.  It is equally important to see how a candidate does moving through a process and not just in each specific step in the process.

Empowered hiring managers consider many aspects when hiring and make more successful hires.

Set Goals For Personal Development

Posted July 29, 2016 by The Metiss Group
Categories: Leadership, Performance Acceleration

Successful people are outstanding performers.  Outstanding performers stay on top of their game.  They are lifelong learners, committed to learning everything they can about their profession, their business, their company, their company’s competitors, and life in general.  As the Chinese proverb says, “if you quit learning, you are not standing still, you are losing ground.”

Supporting direct reports as they learn and grow is the leader’s job; learning and growing is the direct reports’ job.  When encouraging direct reports to learn, set goals.  Instead of “learning PowerPoint,” how about “learn PowerPoint and prepare a staff presentation on September 1st?”  Or, “increase industry knowledge by reading the Wall Street Journal health section each day and report back at the end of the quarter those things learned.”

Personal development is important and leaders who empower direct reports to set goals make the success real.

Job Accountabilities Can Be More Than A Performance Acceleration Tool

Posted July 22, 2016 by The Metiss Group
Categories: Communication, Leadership, Performance Acceleration, Selection

A single page job accountability document succinctly identifies job expectations and identifies success factors.  Leaders and their direct reports should be reviewing and updating this document at least quarterly.

A well-crafted job accountability report can be used for other purposes as well.  When recruiting, send each candidate a copy of the job accountabilities.  It’s surprising how many candidates, after seeing how accountable they are expected to be, deselect themselves saving interview time.

Job accountabilities can also be shared among direct reports.  When everyone knows what is expected of their co-workers, there will be much more appreciation for each other’s priorities and a greater focus on success factors.

Leaders who incorporate job accountabilities into their leadership practices will not only empower their direct reports to succeed, but the hiring team’s effectiveness improves as well.

Seek Stakeholder Input When Defining A Job

Posted July 15, 2016 by The Metiss Group
Categories: Performance Acceleration

Whether a leader defines jobs using a traditional job description or an Accountability Matrix, they’ll want to get input from people who interact with the individual in the job when outlining the key requirements.

The leader and/or HR are generally responsible for defining the requirements for a job.  Soliciting input from those closest to the job provides two important advantages.  First, the people working closely with the job know whether it’s being done correctly or not — often because it impacts their work.  Gaining input from these stakeholders helps further define the success factors of the job.  Secondly, consulting the stakeholders creates a commitment from them to the individual in the job to succeed since they had a hand in defining it.  Just imagine the support felt by the person in the role.

Empowered leaders ask for input from many people when defining jobs and that creates more success for their direct reports.

Determine Leadership Requirements Before Conducting 360s

Posted July 8, 2016 by The Metiss Group
Categories: Leadership, Performance Acceleration

As 360-degree leadership effectiveness tools become better indicators of perceived leadership behaviors, more and more companies are embarking on formal 360-degree evaluations of their leadership teams.  These insightful reports help leaders focus on developing the leadership skills observed by others as being most needed.

However, prior to conducting 360-degree evaluations and delivering results, the leadership group must identify the leadership practices that are important to the organization.  Everyone should understand the organization’s leadership focus before getting their results.  Once leaders receive their reports, their natural tendency is to dismiss the feedback in areas in which they scored poorly.  Having committed to focusing on specific leadership styles before receiving feedback forces them to be more objective and embrace development opportunities.

Empowered leaders choose the important leadership practices before receiving 360-degree feedback and have more successful development plans.


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