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How to appraise experts
“No-one can appraise me because no-one knows as much about - (fill in specialist subject) - as I do” For many people managing a highly educated, expert workforce, this comment may be unspoken but it pervades the atmosphere of every conversation about performance.
Managing the performance of someone who is considerably more expert in an area than you are can be an unnerving experience. From academics to accountants, from bankers to barristers, from software scientists to neurosurgeons – experts come in all shapes and sizes, but crucially, their expertise does not automatically make them high performing.
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Managing the performance of your brightest so that they become your best is not always easy – not least because the most able people may have very well argued views on why what the organisation needs them to do is not actually what they are doing.
As one academic put it to us “For years I’ve been told the way to get on is to kill other’s ideas and assert my own – now you want me to coach colleagues. Why would I do that?” Competitive spirit and aiming to be the best can be a great spur to success for an organisation, but it can also lead to destructive behaviour that destroys value.
So what is the manager to do? They may be expert in their own field, or they may not. Either way the crucial step is to ensure that all managers have a deep understanding of WHY they are appraising people, and how harnessing the combined intellect and capability of the workforce and focusing on the organisation’s needs will bring benefits to each individual, as well as the organisation itself.
Click here to download your free case study to read how one Higher Education Institute did just that.
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