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Business Performance Assessment Program – Criticisms Appear Harsher When Put into Print
Fact or fiction, anything formally documented assumes an air of legitimacy. Combine this implied legitimacy with the stark black and white of the printed words and any identified improvement opportunity can appear overly harsh and critical, especially to those responsible for the performance. Apparent aggressiveness within a self assessment can result in resistance to the evaluation findings; often by those who stand to benefit the most and who must own the corrective actions.
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Executives, managers, and individual contributors familiar with the day-to-day workings of their organizations undoubtedly know or have contrived the reason for ‘why things are the way they are.’ Beyond this understanding, sometimes at an unconscious level, these individuals will perceive one or more drivers to these organization shaping whys. What remains unseen and unthought-of are the tertiary and lower level drivers to why the business performs as it does. It is here that truly useful insight can be gained; insight enabling the foundational changes needed to alter the organization’s direction and propel it to the next level.
Properly performed self assessments provide business leaders with deep insights as to what is working well and opportunities for improvement within a business function, area, or process. These insights become even more beneficial when the practices and results of top performers are used as a reference or benchmark for the evaluation. Best practices, however, are not always relevant to every situation or circumstance. Therefore, it is important to consider local context when evaluating performance against accepted best practices.
It’s perfectly natural and expected that individuals want to do a good job and be recognized for it or at a minimum want to do a good enough job to avoid what are to them undesired consequences. Subsequently, people look to what their superiors communicate as required job performance to gag the level and timing of their efforts.
Evaluators performing business performance assessments often find themselves awash in data suggesting their company’s performance significant lags that of competitors and top industry performers. Evidence suggesting the need to improve may be so plentiful that the self assessors come to believe immediate reforms must be made if to only ensure the continued viability of their organization.
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