The Thinking Partnership's Mark Loftus contributes to
The Grapevine's Problem Solver column,
responding to the question:
How should we assess our
leaders?
Most senior people accept that structured assessment, based
around competencies, gives reliable and objective information. The
explicit nature of the process provides a logic for decision-making
and can also offer good cover if ever a decision is challenged. Yet
time and again we are told that the questions people most want
answering are: "What are they really like? What makes them tick?
Will I be able to work with them?"
These questions reflect the simple reality that people follow people. We have a problem if our assessments do not give us a clear fix on who the leader is as a person.
Assessing competencies is relatively straightforward but they are not up to the task of providing the incisive insight that is needed. Measuring character is perceived as extremely difficult, yet across history the concern has been with character and how it may be shaped through grappling with fate, seeking to impose will on the world, or reaching wisdom through acceptance of that which cannot be changed. The concern for 'a good man' transcends times and cultures.
Our own leadership work takes as its foundation the character traits that have been universally valued across history and across cultures; traits such as perseverance, wisdom, courage, selflessness and zest. Once it is clear what we need to assess, the practicalities of how to do it can be approached with the same rigour that has been applied to assessing intelligence, personality and competence. This means a concern for things such as consistency of rating among assessors, coherent scales of measurement, avoidance of errors or biases, and achieving reliable results through time.
The process is not straightforward, which is perhaps why it has been avoided for so long. It is possible, however, and it can be conducted both systematically and reliably. When we do this, it adds something very significant to the assessment process, bringing a deeper level of understanding and engagement. It helps to predict the way in which the character of the leader will shape the character of the organisation, and in turn, its ability to survive, thrive and become a place where human beings wish to engage their talents.