Is hard. (courtesy of my Muse’s mind)

The pressure on the defending champion is unimaginable. Unless you’ve been the defender. Back-to-back wins, to continue being the best…well, sometimes it is impossible.

Leaders are responsible for setting the standard, communicating the standard, and leading others to accomplish the standard.

Then, there’s feedback. Or evaluation, appraisal, whatever new age terminology we’re using at the time. A period of self-reflection, a give-and-take on what’s working and what’s not. Some prefer numerical feedback, for example, on a scale of 1 to 10. Others prefer the paragraphical feedback, either via a list or some other structured narration of the best and worst.

This all sounds simple. Set standard, evaluate, give feedback. Done!

What’s being forgotten? Answer: feelings, interpersonal relationships, and humans being human. No surprise. So every time humans act like humans, the process is substantially more difficult. Evaluating behavior is not numerical nor is it narrative. Yet leaders are expected to do so. With a smile. Guess what? It gets harder every time, which is why resetting the standard is often a burdensome (and worthy) process easily relegated to the back burner. Because it is not fun. Because it is time-consuming. Because it is lonely. But none of these reasons is a valid one to give up on it.

What’s more telling than anything I’ve written here? How one accepts the feedback. And that, my dear, is a you problem.

_____________________

I ask you –

What is your preferred evaluation style?

(The post Resetting the Standard first appeared here at Running on Fumes.)

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