How effective is the leadership team at your organization? A brutally honest assessment guide of leadership at sheet metal industry organizations By Mark Ernst Many organization managers know their leadership team has shortcomings, but they often minimize their impact. They make excuses for the weak team member and often feel “the devil you know” is better than the risk of making a change. Problem is, the devil you know might be driving down leadership credibility, workforce morale, productivity, and overall business results. If you’re a shop owner or union leader, imagine I am sitting with you in your office. I begin by drawing an organization chart that includes only you and the senior leaders who report directly to you. Now, get ready to ask yourself the same tough questions I would ask you if we were together—and have the courage to be brutally honest.
How to Start
On that org chart, include the incumbents’ names and years in the position. Next to the chart, write information about the company size, including annual sales volume and number of employees. Now, assign each leader a letter grade, A to D. Again, be brutally honest. Over the past 18 years, I’ve helped company owners and CEOs perform these assessments, watched their responses to questions, and looked for nonverbal cues. They’re quick to identify their top-performing managers. Brigitte gets an A. Bill is a solid A-. After that, things typically slow down. 12 » Partners in Progress » www.pinp.org
The CEO looks at the chart, then almost grudgingly continues the assessment. Sam is a C+. More time passes. George is a C-, but he’s been here a long time. Following a longer pause, often with pained facial expressions, the CEO says, Sarah is a C-, and she too has been here a long time. She started as an administrative assistant. Watching the CEO’s face, I ask if it would be fair to give Sarah a D. The CEO, unable to say “yes” out loud, slowly gives an affirmative nod. How long have Sarah and George been C or D performers? The CEO pauses and makes more pained facial expressions. Sarah has been here between eight and ten years, and George for about the same. What has been their impact on the leadership team? The CEO answers truthfully. Our other senior leaders complain that commitments aren’t kept, that weak leaders make excuses for poor performance and results, and they make us look bad. They hurt our credibility with employees, too, because we have inconsistent messages, and our words don’t match our actions. The next question is even more telling: What has been the impact on you? Now, the CEO really begins to open up. I have to make excuses for them. I have to manage some of their problem people or make decisions that need to be made in those departments. I have to listen to employees complain about their boss. I have even seen good people quit. It keeps me up at night worrying about what might come next.
