by Mark McClanahan
It’s easy to get tunnel vision when you’re coaching a direct report. Whether you’re trying to understand someone in a short amount of time or you’ve had a long-term relationship, sometimes your single point of view can limit you from coaching a person to the next level. Three years ago at Mosby we chose to overcome this roadblock by implementing a process for gaining a deeper understanding of individual managers.
All current managers and associates being considered for a management position are now required to take a series of four assessments. These tests are administered online and, with the exception of one, can be performed without supervision. As part of the process, a psychologist interprets the manager’s results in comparison to his or her job requirements. Next the psychologist meets with me for about 30 minutes to discuss the results in relation to the needs of the position and development opportunities. After this we meet with the associate for about an hour to discuss the results. During this meeting we ask whether he or she has any questions regarding the findings. Sometimes attributes that warrant special consideration in the person’s development or trajectory are uncovered.
This process looks at key elements of our leadership team including leadership abilities, influencing skills, interpersonal acumen, development capabilities and critical thinking. For each of these elements, three components are analyzed. The first uncovers inherent traits like “Can this person be a leader?” The second determines current behavioral tendencies like “Does this person act like a leader?” The last component highlights various motivators.
With this broad and deep view of my team, I become much more versed in successfully coaching. This assessment is also indispensable to my own development.
Mark McClanahan (mmcclanahan@callmosby.com or 314.909.1800) is the president at Mosby Building Arts.
Submitted 7 years 227 days ago