In
many respects, an assessment confirms what a person already knows
or suspects. Assessments represent a
snap-shot in time, a view of
the the past that may not be relevant in the future.
We
say may not, since people have the capability to change their behavior
if the desire is
strong enough and they receive the right type of information and
feedback. So while someone may not be a good leader today, that does
not mean
they cannot be one in the future.
Set-up
The
last thing one wants is someone who is full of resistant, who
resists understanding the insights embedded within the assessment.
This phase consists of building the need so
the person understands what is to be gained.
Assessment
This
assessment could be done on-line or with a paper and pencil. One
can also add in 360-degree feedback mechanisms if desired.
Debrief
Rather
than offering an assessment and walking away, we believe
that value comes in with the debrief and the discussion that involve
coming
up with
the next steps. Without this step in the process, we
are really sweeping "dirt
under the rug." Since everything is out of sight and
out of mind, nothing needs to change.
Follow-Up
This process
involves a "learn by doing" approach in which specific
assignments are developed to reduce identified weaknesses.
In some cases, a strength may be further developed.
Our coaching
paradigm stresses that the person must be actively involved in
the process of learning. For example, they need to sit down and
read articles. We will come up
with what to read, but
the "learning contract" we seek to develop requires motivation
on the part of the learner to practice. We ground learning in experience
and will often ask that the
same assignment be practiced many times if needed.
