It is often said that the “numbers” don’t lie, but the interpretation of the “numbers” can.
Moreover, it is often supposed that financial outcomes are the best indicators of a leader’s performance. This is often true, but the “numbers” are not the sole indicator of a leader’s performance. Sales, net profit, market share, and percentage of employee churn are all important indices, yet they are not the total test of inferior or superior performance.
Financial results are often the easiest to measure because they are quantitative. Yet, there are other qualitative measures of an executive’s performance that are not so easily determined but are nonetheless incredibly vital and even critical to an organization’s good-standing and long-term financial well-being. These indices lie underneath and/or beyond the numbers. These indices also help determine whether an executive is or is not measuring up to standard.
Although incredibly important, numbers and financial outcomes are not the only test nor are they always the best test of performance.
The following 30 questions are taken from of a larger set of 125 created by the Good Lessons Group’s EXPECT (Executive Performance Review & Capacity Transformation) Survey. They measure how C-Suite and VP level peers, subordinates, and immediate upstream (boss) evaluate the performance of other executives. The evaluee is the executive being evaluated. The performance scale runs from a low degree of 1 to a high degree of 10.
- Degree to which the evaluee is worthy of your trust
- Degree to which evaluee exhibits an awareness of how their behaviors impact internal culture
- Degree to which evaluee has a grasp of the scope and scale of their responsibilities
- Degree to which evaluee shows evidence of being “over their head”
- Degree to which evaluee’s personal character impacts work unit attitude
- Degree to which evaluee understands how their work-effort impacts work unit productivity
- Degree to which evaluee exhibits emotional intelligence
- Degree to which evaluee manifests evenness of temperament
- Degree to which evaluee exhibits work/life balance
- Degree to which evaluee has irritating behaviors that impact personal credibility
- Degree to which evaluee has irritating behaviors that impact group performance
- Degree to which evaluee’s opinion is highly valued
- Degree to which subordinates feel that evaluee “has their backs”
- Degree to which evaluee engenders loyalty in subordinates
- Degree to which evaluee engenders loyalty in peers
- Degree to which evaluee contributes to the longevity of other team members
- Degree to which evaluee contributes to a spirit of innovation in others
- Degree to which evaluee can distinguish between good and bad risks
- Degree to which evaluee manifest teachability
- Degree to which evaluee is self-aware
- Degree to which evaluee exhibits self-care
- Degree to which evaluee is easily distracted
- Degree to which evaluee clings only to their views and plans
- Degree to which evaluee makes meaningless/inconsequential assignments
- Degree to which evaluee can be considered an exhilarant
- Degree to which evaluee envisions the ultimate results of their decisions and plans
- Degree to which evaluee exhibits versatility
- Degree to which evaluee exhibits resilience in the event of conflict
- Degree to which evaluee builds anticipation for greater achievement
- Degree to which evaluee exhibits inflexibility and rigidity
Does Your Boss Measure Up? Do You Measure Up?
Good Lessons Group 
You must be logged in to post a comment.