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GOHEAVY.COM Olympic Weightlifting Forum
why don't we do something like this? I ask again.
Posted By: Don Weideman (74-37-85-68.dsl1.ekgv.ca.frontiernet.net)
In Response To: Re: Dennis Snethen and the ED job, etc. *LINK* (Butch Curry)
Date: Saturday, January 13, 2007, @ 3:40 p.m.
When selecting executives; Start with an appraisal of strengths
All one can measure is performance. And all one should measure is performance. This is another reason for making jobs big and challenging. It is also a reason for thinking through the contribution a man should make to the results and the performance of his organization. One can measure the performance of a man only against specific performance expectations.
Still one needs some form of appraisal procedure or else one makes the personnel evaluation at the wrong time, that is when a job has to be filled. Effective evaluators, therefore, usually work out their own radically different form. It starts out with a statement of the major contributions expected from a man in his past and present positions and a record of his performance against these goals. Then it asks four questions:1 "What has he [or she] done well?"
2 "What, therefore, is he likely to be able to do well?"
3 "What does he have to learn or to acquire to be able
to get the full benefit from his strength?"
4 "If I had a son or daughter, would I be willing to have
him or her work under this person?"
a "If yes, why?"
b "If no, why?"This appraisal actually takes a much more critical look at a man than the usual procedure does ie. how well liked he is. But it focuses on strengths. It begins with what a man can do. Weaknesses are seen as limitations to the full use of his strengths and to his own achievement, effectiveness, and accomplishment. The last question is the only one which is not primarily concerned with strengths. Subordinates, especially bright, young, and ambitious ones, tend to mold themselves after a forceful boss. There is, therefore nothing more corrupting and more destructive in an organization than a forceful but basically corrupt executive. This is a weakness that faults everything else and is a disqualification by it's self rather than a limitation on strengths.
This is a short example of professional management practice as it pertains to selection procedure. We need to assess viable candidates early, as it's not just a popularity contest. Not if you want things to change.
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