I recently worked with one tech organization whose founder had planned to retire in one or two years. He wanted to determine if there was a successor for his role among the current leadership team. I advised him to use an organizational psychologist to facilitate the individual assessments. Following the assessment and feedback, I would then step in and work with each individual as well as with the group to leverage strengths from the assessment results as well as address opportunities for improvement. For those areas where there was uniform need for improvement, we would work together as a group.
As can happen with such assessments, however, the feedback report can be taken as the final word on the individual. Close the book. End of story. As can also happen with such assessments, feedback can be perceived as enough to improve. Insight, it is assumed, will result in changed performance. In this particular case, both mindsets came into play.
To date, the organization has not undertaken such an investment, and is leaning toward Plan B, which is to entertain offers from competitors and other organizations to take over the company. Some of the current leadership may survive a sale; others may not.
As can happen with such assessments, however, the feedback report can be taken as the final word on the individual. Close the book. End of story. As can also happen with such assessments, feedback can be perceived as enough to improve. Insight, it is assumed, will result in changed performance. In this particular case, both mindsets came into play.
To date, the organization has not undertaken such an investment, and is leaning toward Plan B, which is to entertain offers from competitors and other organizations to take over the company. Some of the current leadership may survive a sale; others may not.
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