How can Executive Coaches identify leadership potential through performance evaluation?

Performance and potential seem like quite different concepts to me. If you think so, then you wouldn't assess potential through performance evaluation methods. Potential requires its own distinct approach for assessment. In particular, potential is often linked to innate qualities such as personality traits and aspirations. Therefore, I believe some form of psychometric diagnosis is essential. From my limited experience, the potential I intuitively perceive through performance-focused reviews often differs significantly from what I see through psychometric analysis. It might be due to various evaluation errors, such as the Halo and Horn effects, which can easily twist our perception of potential.

O primeiro passo é alinharmos o que se espera neste novo desafio, quais s?o as atribui??es do Perfil Comportamental, as Habilidades e Conhecimentos demandadas. Em seguida mapear o estado atual do cliente, para que de posse de um Raio X de como está, e para onde deve caminhar, para que possamos elaborar um Plano de A??o robusto, relevante e realista para alcan?armos o resultado desejado.

Os indicadores s?o marcos ao longo da jornada para que saibamos, com clareza se estamos caminhando na dire??o desejada. Esta metodologia adotada por todo Coach, deve levar em considera??o, que mais do que o report do cliente, deve vir incrementada de feedback das pessoas com quem convive, e de exemplos que este possa nos trazer, para ajudá-lo a ver com clareza, possíveis pontos cegos.

Para que um feedback seja realizado de forma respeitosa e aceita pelo cliente, a base de confian?a e seguran?a emocional já deve ter sido estabelecida. De modo, que ao realizar um feedback o coach, possa ser o mais direto e sincero possível, evitando perda de foco. Uma técnica que utilizo com meus clientes é o "Subir para o Camarote", onde ao retirar as emo??es de lado, possamos trabalhar de fato na análise SWOT do cliente, para que alcance seus resultados o mais rápido possível.

I’m a strong believer in strengths-based leadership development so I ask all of my Executive Coaching clients to take the CliftonStrengths assessment. Based on the results that identify their natural talents we can set goals that leverage them. But it’s not only about strengths. We can also discuss areas for growth and identify potential blind spots that are important to address as a leader. The important philosophy here is that everyone leads differently and until we really understand what they means, we are always going to be trying to emulate other leaders instead of developing to be the best version of ourselves. Strengths-based development is authentic to each leader and leverages their natural ways of leading most effectively.

O plano de desenvolvimento deve seguir ao que foi levantado nas etapas anteriores, de modo que todo o mapeamento feito, estabelecido o destino (a meta), seja natural tanto para o cliente, quanto para o coach, que haja um compromisso claro em apontar o andamento no desenvolvimento do cliente. Nesta etapa também validamos se há alinhamento do sistema de valores do cliente, com o da organiza??o e do cargo ao qual está se predispondo a ocupar.

In strengths based leadership development and Executive Coaching I ask people to first address these two questions: 1. What are your unique talents/strengths and how much are you using them? 2. What do you need because of your unique qualities and how can you get those needs met in the workplace? Then I challenge them to ask each member of their close working group these same questions. It’s a game-changer for most of us if we really examine this to leverage our own strengths and the strengths of those around us, and if we really identify our needs in the workplace (more direction, more autonomy, more interactions with people, time to think, etc.) and seek to meet them.

A mid-level manager consistently met performance targets but was not initially seen as a collaborative leader. Performance evaluations tended to focus solely on individual achievements. A 360-degree evaluation, including feedback from team members, revealed that the manager played a crucial role in fostering a positive team environment, encouraging collaboration, and supporting team members in achieving collective goals. Recognizing this collaborative leadership potential, as a coach, I worked with the manager to amplify these strengths. The manager began actively involving team members in decision-making processes and facilitating cross-functional collaboration positioning him for more significant leadership responsibilities.

Cada caso utilizo uma ferramenta de avalia??o de desempenho, mas o mais importante para mim é o sentimento do cliente, em cada etapa concluída. é ponto chave de qualquer processo de coaching que desenvolvo, a autonomia do meu cliente, pois ele precisa conseguir fazer esta autoanálise constantemente, assim como repassar essa metodologia para seu time, de modo que seus resultados sejam potencializados.