How to evaluate ourselves ? 1

   We think that we know ourselves well more than anybody. But, didn't you have any experience that you disagree your boss's assessment about you? Didn't you have any experience that the speed of your promotion is slower than you think? If no, it is not necessary to spend your time to read this.

  Normally many people have this experience and don't understand the reason clearly? We tried to understand that the boss doesn't know well what I did or I didn't perform as a Yes Man whom he likes or company's financial situation didn't allow the promotion etc...

   However, if you are in the management position, you disagree this comments. You are assessing your staff very precisely, you didn't point out the improvement points so straightly, though. If you do so, your staff might be depressed heavily.

   It is like the famous Johari Window theory, there are the window which we don't know but others know.

  However every one of us want know where we are , which area we have improved or have to improve.

  In order to know this, there are appraisal, reflection survey or employee survey in the company like an annual health check.

  Do you remember the result of your annual health check well? Are you doing the action which the doctor advise you? Don't you feel down when the next health check will be done in the next week?

  Yes, we are easily forget the result of health check. If so, how about the comments which your subordinates and peer gave you in the annual reflection survey?

  It might be good to understand us in a comprehensive way.

  Before this, let's us know how to evaluate our competency for the managers or leaders.

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" A Good Boss" syndrome

  "A Good Boss" syndrome happens during the appraisal time every year.

   One of the most important role of bosses is to develop their subordinates. Hence, they should not see themselves as "judges" when assessing their subordinates during the appraisal time but as "trainers" in developing them to acheive their goals.

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  However, bosses tend to be lenient "judges". Although company sets the bell curve rating guidelines such as 10% of 'A' , 10% of 'D' etc., they  will try to avoid giving the 'D' rating.

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   Why is it so? It's because it is a "No Win" situation for bosses. The under performed staff will become depressed if bosses were to really rate them poorly. That's all!

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   As long as bosses see themselves as "judges", it will be so.  However, if they are "trainers", they will put up the correct assessment and try to develop their staff.

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  The same scenario happens when it comes to promotion. The "Judge" boss will recommend their subordinates for promotions as much as possible because this is the easiest way to motivate staff.

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   Hence, it is crucial for company to ensure "fairness" in promotions. Otherwise, employees will complain, "Why he or she is promoted?", "Why not me?", "That boss is promoting his or her YES MAN only.", "Because he or she has been working in the company for long?" etc. Staff will start leaving the company, especially the young and capable ones.

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   Therefore, HR plays an important role in ensuring all fairness by thoroughly reviewing promotion recommendations against the promotion guidelines such as  job size expansion, past competencies rating etc.

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   All in all, it is not easy to dismiss "A Good Boss" syndrome.

   Bosses will always try to recommend their staff for promotions and use all means to negotiate with HR. Should the recommendation be rejected, this is how they are likely to explain to their subordinates.

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   "I did 'fight' a lot with stuborn HR to promote you but sorry, I was unable to convince them."

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   And they hope that their subordinates will say, "My Dear Boss, thank you for your efforts. I appreciate it."

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   At the end, these bosses are able to gain good reputation for themselves. They have won the game but might failed to realize that it is just as important to train and develop their staff.