- Chapter 8 – How Am I Doing? page 129.
- Great organizations are built by having the Right People in the Right Seats – 100% across the organization.
- The People Analyzer is a simple tool that pulls Core Values (Right People) and the Accountability Chart (Right Seat) together to help your organization identify if they have the Right People in the Right Seats.
Step 1
- On the People Analyzer, list a person in the left-hand column and then your company’s Core Values across the top.
- Starting with the Core Values, the person is rated on how they live or don’t live each Core Value with a plus, plus/minus, or a minus:
- (+) Lives the Core Values most of the time.
- (+/-) Sometimes they do and sometimes they do not live the Core Values.
- (-) Most of the time they do not live the Core Values.
- “The Bar” is the minimum score a company will accept from the People Analyzer. It is some combination of pluses, minuses, and plus-minuses.
Step 2
- Determine if each person is in the Right Seat.
- Using the Accountability Chart, each person is evaluated against their seat’s roles and responsibilities using criteria called “GWC.” “GWC” stands for:
- Get It: Do they “get” the job?
- Do they understand the ins and outs of the position?
- Do they understand how their job relates to and affects others?
- Do all the neurons in their brain connect for that job?
- Want It: Do they “want” the job?
- Do they genuinely want to do the job?
- Do they get up every morning wanting to do it?
- Do they show passion for it?
- Capacity: Do they have the “capacity” to do the job?
- Do they have the emotional, intellectual, and physical ability to do the job?
- Do they have the time to do the job?
- Get It: Do they “get” the job?
- The answer to each GWC question is a yes or a no. There are no “maybes.”
- The minimum standard, or “The Bar,” for GWC is 3 yeses
Step 3
- Apply the People Analyzer to yourself.
Wrong Fit – Don’t Panic
- If you’re the wrong person, it doesn’t mean you’re a bad person. It only means you might be a better fit in a different company culture.
- If you’re in the wrong seat, it just means you need to find a seat that better fits your talents and skills – a seat where you can be more successful.
The Quarterly Conversation
- Imagine being able to sit down with your manager every 90 days and have a real, open, and honest discussion about how you are doing.
- The Quarterly Conversation is:
- 60 minutes every 90 days.
- An informal, face-to-face meeting.
- 2-way discussion.
- A time to discuss what’s working and not working.
- A time to clarify expectations.
- A time to make course corrections.
- When preparing for your Quarterly Conversation, ask yourself:
- What’s Working?
- What am I most proud of accomplishing in the last quarter?
- What changes did I make to better accomplish my job?
- What did I do well to hit my Rocks and Measurable(s)?
- Am I working on projects in a role that matters?
- How have I demonstrated the company’s Core Values?
- Did my manager provide the necessary tools and direction for me to do my job well?
- What’s Not Working?
- What makes my job more difficult?
- What processes and procedures are broken?
- Have I identified the root cause of any issues I’m having?
- What could I have done differently in the last quarter?
- How have I not demonstrated the company’s Core Values?
- What could I have done differently to hit my Rocks and Measurable(s)?
- How could my manager have helped me be more successful?
- What’s not working for your manager? (If you don’t know, ask.)
- What’s Working?
- The Quarterly Conversations should complement the Annual Performance Review.
- A good or bad Annual Performance Review should never be a surprise.
- Don’t wait for your manager to come to you. If you don’t already have a Quarterly Conversation scheduled on your calendar, go to your manager and ask them when would be a good time to start.
Questions to Ask Your Manager
- What was your analysis of me, using the People Analyzer?
- When will we start having Quarterly Conversations?
- What do you think is working and not working?
