Here's how you can spot and tackle blind spots in performance evaluations as a decision-making professional.

Self-awareness: Be aware of your own biases and how they might affect your evaluations. Reflect on past evaluations to identify any patterns that may indicate bias. Training: Participate in training programs on unconscious bias and fair evaluation practices. Encourage your team to do the same.

Examine criticamente o seu processo de avalia??o, incluindo os métodos utilizados, as fontes de informa??o e os critérios de avalia??o.

To err is to be human and to be human is to have biases and blindspots. The human brain continuously filters new information to suit existing information and the evolutionary necessity of the brain's negativity bias also skews both memory and perspective. Seeking feedback from trusted advisors is a must to counteract the natural limitations of biases and blindspots, and because biases are innate to the human brain and not character defects, leaders should freely avail themselves of such feedback. Leaders do need to be selective though, as not all sources of feedback will yield useful information. Many people hesitate to speak directly and offering even the most constructive criticism can feel risky, even when invited.

One of the most frequently cited sources of employee stress, disengagement and resignation is a lack of clear expectations. Employees should not be expected to figure out what their priorities are and neither should they guess or assume what constitutes the desired outcome of their efforts. Most employees want to do their job well and be satisfied, if not proud of their accomplishments, but they are robbed of the opportunity when goals are not communicated clearly, and when support to achieve them is non-existent. People become frustrated, angry or apathetic (as in the phenomenon of quiet quitting) when they are deprived of leadership which at it's core consists of providing direction and support to achieve the organization's goals.

Documentation: Keep detailed records of performance discussions and feedback. Documenting specific examples helps support evaluations with concrete evidence

Charles Munger famously said: “Show me the incentive, and I will show you the outcome”. Performance reviews not only appraise the effectiveness of staff, but also shape their priorities. Narrowly-focused reviews can incentivize staff to ignore other areas of possible improvement, and focus only on what they are graded on. This issue can be compounded by tall hierarchical structures, as each company layer might have its own set of incentives, which may or may not perfectly align with those above and below them. The result is a cascade of various blinds spots, which limit a company’s growth and improvement, as everybody hyper-focuses on their own particular set of narrowly-constructed incentives, rather than addressing the bigger picture.