Assessments are a powerful tool to use when having your own business. Whether you give criticism or affirmation, you want to do it right. Follow these tips by Master Teacher Ed Perry.

Entrepreneurs learn that managing people is usually the most difficult part of entrepreneurship. As your business grows, you hire more people. Then things get complicated…

One of the most powerful actions you can take as a leader is giving powerful assessments. A powerful assessment is intended to cause someone to think or act differently. Some think this is reserved for formal performance reviews, but I bet you give assessments in some form every day.

Most assessments are criticism, pushing someone to do change their behavior to fit some need. The most frequently neglected assessment is affirmation, encouraging someone to continue some action by praising them for their behavior.

Whether they’re criticism or affirmation, powerful assessments must be:

• well-intentioned. People listen to you better if they are positive about your intentions. Watch the receiver’s back. Don’t poke him/her in the eye. And don’t use the assessment to show off how smart/good you are. Keep the attention focused on the receiver.
• grounded. Give evidence. Recount the words or behavior that caused you to give the assessment.
• clear. Insure there is no ambiguity about what you’re addressing and what’s needed.
• concise. Use as few words as possible. Again, they’ll listen better.
• contextual. Why should the listener care? What are their benefits of changing? What are the consequences to them of not?
• actionable. What specific action can s/he do differently to be more successful?

Don’t waste your time or your listener’s with assessments that aren’t powerful.

As the listener of an assessment, listen to whether the assessment is powerful. If it’s not powerful, ask the questions needed to try to make it powerful. Examples:

• well-intentioned. “Why do you say that?”
• grounded. “Do you have an example of when I did/said that?”
• clear. “I’m not sure I understand. Can you explain that?”
• concise. “Can you make your point in one sentence?”
• contextual. “What would be the benefits or consequences if I continue this?”
• actionable. “What do you think I ought to do differently?”

Use your questions to clarify, but not to defend. Being defensive is a silver bullet; you only get one shot. If you defend often, people will stop giving you assessments. That’s bad! You’ll have no one looking out for your best interests

At the same time, be a strong stand for yourself. If you disagree with an assessment, negotiate a different action or reject it. Be honest with the giver about your commitment (or lack thereof) to heed the assessment.

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Tags: Advice, Ed Perry, People Management, Teachers

Posted in Entrepreneurship, Guest Writers