Our experience suggests that few organizations do an effective job of team member evaluation.

   You need to separate out evaluation (assessing performance against specific, measurable criteria of success developed for both the individual and his/her role) from coaching (providing performance tips and strategies that demonstrate a belief in the person's potential for significant performance).

   Too often, evaluations reflect a one-size-fits-all design that doesn't work (if you have large hands and you've ever tried on a pair of one-size-fits-all gloves, you know what we mean).  Evaluation may be seen by team members as a repetitive, meaningless exercise designed to justify predetermined decisions about salary, title, office space, and the allocation of other limited resources.

   Sometimes evaluation becomes coaching - a hope-filled process that focuses on who the person can become, with an emphasis on his/her potential.  Then when a decision regarding termination or discipline is needed it can't be justified by the optimistic record of coaching documents disguised as evaluations.

   Julian Consulting works with clients to distinguish these two processes and to develop strategies for making each effective.