Before You Measure a Leader, Define What Good Looks Like

afonorow@thetmcg.com
Before You Measure a Leader, Define What Good Looks Like
Most organizations bring in assessment too late in the process. By the time a candidate is completing an instrument questionnaire, the organization has already made a series of assumptions about what they’re looking for. Those assumptions rarely get examined; they just get inherited from the last time someone filled this role, or borrowed from a job description written three years ago, or absorbed from whatever the... Read More

When Assessment Becomes Decision Support: A Sophisticated View of Selection and Promotion

afonorow@thetmcg.com
When Assessment Becomes Decision Support: A Sophisticated View of Selection and Promotion
Assessment occupies a particular place in selection and promotion decisions that organizations care most about. Done well, it gives senior leaders and HR partners insight they can trust and use, across many decisions, over many years. Done casually, it produces data that sits in a folder.  The difference between the two is rarely about which instrument was used. It is about how the assessment was designed, what evidence sits behind it, and... Read More

The Problem Isn’t the Conflict. It’s What You Do Next.

afonorow@thetmcg.com
The Problem Isn’t the Conflict. It’s What You Do Next.
Ask most professionals how they handle conflict, and you’ll get a confident answer. “I’m pretty direct.” “I try to keep the peace.” “I pick my battles.”  Now ask their colleagues, and you’ll often hear something different.  That gap between how we think we show up in conflict and how others actually experience us is one of the most underexplored blind spots in professional development. It’s also one of... Read More