Someone once asked me when I evaluate people and my answer was a trite but true, “at every encounter.”
For those of you early in your careers, forewarned is forearmed, and for those of you suffering from the malady of mid-level malaise, here are a few thoughts to help you snap out of it.
First, recognize that good executive managers are evaluating your performance constantly. They are watching and listening and learning about you when you give project updates. They’re paying attention to how you conduct yourself during group settings and how you manage through problem situations.
The best managers are on the lookout for talent and for potential problems and you need to be aware of how you are being evaluated.
How and Where I’m Evaluating You on a Daily Basis:
- How do you think as a businessperson and problem-solver? While I’m unable to crawl into your mind, I form an opinion of how you view the world and how you work through solving problems and/or generating ideas based on repeated exposures. In particular, I’m looking for people that grasp the essence of issues and are able to process quickly and generate creative and workable solutions or alternatives.
- How well do you conduct yourself? Do you project confidence in your verbal and nonverbal communication habits? Are you articulate? Are you comfortable engaging executives? Do you have the confidence to disagree and express alternative perspectives?
- Do you consistently back your words with actions? Tell me that you are going to do something and then make it happen and tell me that is complete….and of course, tell me what you learned along the way. Live up to the credo of the “do matches the tell” and I’m liking you for new opportunities more every day.
- How do other people respond to you? Particularly as I’m looking for new leadership talent or for someone to advance to the next level, I like to observe how people engage with you. Do they go to battle for you on projects or programs that you are leading? Do they count on you for support and guidance.? Are you viewed as a mentor? This area tells me a lot about your ethics, values and your style.
- I’m looking at you and assessing your understanding of our business and how we create value for our customers and ultimately for our firm. Some people are hopelessly mired in the little picture and others the big. I want to see you move seamlessly between the two and to be able to function as a contributor and problem solver in both strata.
Your Takeaway:
Focus on developing the skills that top executives look for in emerging leaders and senior contributors. The three macro categories are: leadership skills (whether you are a formal leader or not); strategic thinking skills and your executive presence (communication skills).
Every encounter is an audition, but instead of acting your way through the audition, focus on strengthening and developing the skills that I’m looking for and applying them every day, whether I’m watching or not. And believe me, I’ll notice.