Time for a Self-Check

The dreaded performance evaluation! That annual review where you face the boss's verdict on your job performance. The walk to the office fills you with apprehension—it's just you and your boss in that room.

Along with the positive feedback, there's always constructive criticism. Your strengths are highlighted alongside areas that need improvement. A performance rating is provided. By the end, you know exactly where you stand. So will every other employee facing the same ordeal.

Companies frequently use statistical models to evaluate their workforce. The bell curve modelling suggests that around 80 percent of employees meet expectations. The outliers on both sides are smaller in number, whether exceptional or substandard performers. It’s not flawless, but it holds weight.

I worked with a company whose strategic vision made sense on paper, but terrible execution led to bankruptcy. A turnaround specialist, specializing in helping distressed companies survive, parachuted in to save the day.

Performance rankings for fifteen thousand employees painted a lopsided picture. Eighty percent of the employees were rated superior, 15 percent satisfactory, and 5 percent substandard. In an address to all employees, he shared this information and bluntly said, “If 80 percent of our employees are outstanding, then why am I here, and why are we in bankruptcy?” A drop-the-mic moment I have never forgotten.

How did this happen? Many could share in the blame. Why did this happen? Because too many employees believed, or were led to believe, they were among the few considered exceptional, which led to complacency rather than performance.

Several thoughts struck me. The first being the importance of measurements and a time-tested truth—if it doesn’t get measured (correctly), it doesn’t get done. Better methods to evaluate people and clear objectives were vital to right the ship. Every individual engaged in a rigorous self-examination. Not measured against their ideals, but against tangible goals set by the business, its customers, and industry benchmarks. Improvement plans shored up weaknesses. Maintenance plans prevented strengths from declining over time. Goals would be tested, with rewards for achievements and consequences for missing expectations.

Everyone lives by a set of standards. Unfortunately, our imperfections often prevent us from meeting them. We branch out and begin comparing ourselves to others, where some are better and others are not as good. This is tempting, but risky. When we think, “I’m as good as the other person,” we may be correct. But that doesn’t make it right. True fulfillment comes when we evaluate ourselves based on what we are capable of, not what others are doing.

What measuring stick are you using?

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