Willingly and solicits the ideas of others. Measuring Judgment Performance Judgment Consider the key elements and behavioral evidence of when evaluating an individual’s performance in this job dimension. The following rubrics will help in determining an individual’s most consistent performance: Needs Highly Effective Effective Unsatisfactory Improvement/Developing Consistently exceeds Demonstrates strong Performs to minimum Fails to meet the expectations in the key performance in most expectations in several of minimum performance elements and behavioral key elements and the key elements and requirements in most evidence of this job behavioral evidence of behavioral evidence of key elements and dimension. this job dimension. this job dimension. Is behavioral evidence of Developing in the first this job dimension. year in position. *For the first year in a job assignment, performance at this level should be designated as Developing. Judgment Skill Enhancers Keep a communications and correspondence list of people involved in or affected by a decision. Review the list periodically to make sure that you have all the bases.” “covered Whenever possible, make difficult decisions when energy level and mental sharpness are high. Debrief all decisions, both good and not so good, to understand what went right and what went wrong. Review several of your decisions with your supervisor or a respected associate, and ask them what they thought of the process you followed and its outcome. Some of the most important judgments are about people, particularly about the individuals you choose to have on your team. Review your hiring decisions over the past and determine what made your good hiring decisions good and what likely led to hiring judgments. meet with your supervisor or a teammate a crisis you had to manage is over, involved in resolving the crisis, and ask them for feedback about how you performed. Think of judgment as a process, not a moment in time. Think of decisions you’ve made that didn’t go so well and record the process you followed (or didn’t follow) in coming to those decisions. Professional Growth Activities Read Judgment by Noel M. Tichy and Warren G. Bennis.
Willingly and solicits the ideas of others. Measuring Judgment Performance Consider the key elements and behavioral evidence of Judgment when evaluating an individual’s performance in this job dimension. The following rubrics will help in determining an individual’s most consistent performance: Highly Effective Effective Needs Improvement/Developing Unsatisfactory Consistently exceeds expectations in the key elements and behavioral evidence of this job dimension. Demonstrates strong performance in most key elements and behavioral evidence of this job dimension. Performs to minimum expectations in several of the key elements and behavioral evidence of this job dimension. Is Developing in the first year in position. Fails to meet the minimum performance requirements in most key elements and behavioral evidence of this job dimension. *For the first year in a job assignment, performance at this level should be designated as Developing. Judgment Skill Enhancers Keep a communications and correspondence list of people involved in or affected by a decision. Review the list periodically to make sure that you have “covered all the bases.” Whenever possible, make difficult decisions when energy level and mental sharpness are high. Debrief all decisions, both good and not so good, to understand what went right and what went wrong. Review several of your decisions with your supervisor or a respected associate, and ask them what they thought of the process you followed and its outcome. Some of the most important judgments are about people, particularly about the individuals you choose to have on your team. Review your hiring decisions over the past and determine what made your good hiring decisions good and what likely led to hiring judgments. a crisis you had to manage is over, meet with your supervisor or a teammate involved in resolving the crisis, and ask them for feedback about how you performed. Think of judgment as a process, not a moment in time. Think of decisions you’ve made that didn’t go so well and record the process you followed (or didn’t follow) in coming to those decisions. Professional Growth Activities Read Judgment by Noel M. Tichy and Warren G. Bennis.
Non-instruc%20%20Leadership%20Perf%20%20Prof%20Growth%20Guide%20v.10.docx