Some of you may recall a previous blog post I did on Blindspots (“Understanding Blindspots”). A quick refresher about that concept before I take another crack about that topic—we have areas of ignorance—things we don’t know but usually we’re it’s a weakness or deficiency. For instance, I know nothing about horse riding or dressage–I’m aware that is an area of ignorance for me. Then we have blindspots—areas we not only don’t know about but we don’t know that we don’t know. In other words, blindspots are particularly dangerous because unlike an area of ignorance (where we might tread lightly or avoid because we know it’s a weakness or we’re cautious), blindspots typically involve overconfidence. Individuals can have blindspots and organizations can as well—in fact, most examples of military or intelligence failures involve blindspots.
I wanted to revisit this topic because I’ve been working with two recent clients on their strategy, plans and high-level goals. One client is in the US intelligence community and another is in the private sector (plus plays in the national security space). A key part of both pieces of work has involved identifying the collective blindspots within each organization. While I’ve done work like this plenty of times before in my career, it’s always fascinating to see what emerges as a blindspot within the client organization. Continue reading →
Intellectually, everyone gets the value of performance appraisals. Yet every client I’ve ever encountered usually bemoans the process and most employees criticize the appraisals. Why is something that should have so much value end up being so belittled?
Organizations do lots of things wrong when it comes to reviews. There is a tendency to spring the final evals on employees as a surprise. I have lost count of the number of people who told me that they came out of their appraisal session in shock—having heard things they didn’t expect. One basic rule of the formal appraisal is that nothing in that session should come as a surprise to the employee—it’s just a formal meeting to review and sign-off on informal coaching and counseling that went on earlier during the year. Another issue is the tendency for managers to put off appraisals until the last possible moment. There are lots of reasons this happens. In some cases, it’s about avoiding unpleasantness or confrontation. In others, it’s because it’s a hassle to do the appraisal paperwork and prepare for it—often because the criteria are so subjective. Continue reading →
We’ve probably all heard a reference to someone as having “natural talent” or being “particularly gifted in an area” or even being a prodigy. Such claims are often made about athletes or musicians but you will hear them about just about any kind of profession. And they’re complete bunk.
Professor Anders Ericsson at Florida State is the leading researcher into what has now become known as “Genius Research”. Ericsson and others look at what it takes for someone to become an outstanding performer in their field. What they’ve found out is that raw talent, even physical ability (like size in football or height in basketball) make very little difference in determining whether or not someone becomes great or not. Instead, it’s primarily about two different factors: