The Dark Side of Assessments

Why choose expert status for a specific tool? Validated assessments are valued for their rigor and reliability. WIth this rigor comes an expectation of knowledge and appropriate administration of the tool – thus the certification. Recognition as an expert is enticing as a way to set ourselves apart from generalists coaches. The investment of both time and money results in a bias to use this tool either solely or predominantly. We search for a return on our investment. We stick with what we know.

–We become experts in administering select tools as a strength, but this strength becomes a weakness if overused.-

To avoid this bias and the shadow which eclipses the truth, recognize that no tool is perfect for all situations. Be open to and stay aware of the available tools and their appropriate uses as part of your role in moving the coaching profession toward a future of change and growth.

An opportunity to flex your assessment bias is through your relationships with a client organization.

The Inflexible Organization Bias

Organizations often select an assessment tool for use throughout for consistency. Having a common language and reference for all employees is a compelling reason for such a mandate. But this mandate has a dark side.

Enterprise wide implementations have many benefits and help organizations and their people break down silos, improve communications, and get results. It’s no wonder these implementations are attractive. The darkness overtakes an organization when there is only one assessment choice for everyone and every situation.

Organizations are stronger when they embrace the diversity of the individuals within. The inclusive organization needs to honor the individuals within the organization as well as the context of the need for an assessment before blindly jumping into the process. For example, an assessment of senior executives that includes strategic thinking and decision making at an enterprise level might not be appropriate across the whole swath of management in an organization.  The same competencies don’t necessarily apply.

–Keeping our primary responsibility – to the client – front and center and avoid the dark side of assessments.-

Resistance to exploring alternatives to the norm come in many forms including: (1) because we’ve always done it this way;  (2) we want to be fair and offer everyone the same assessment in our organization; and (3) we have an agreement with our strategic partner to use only their tools. Regardless of how it starts, staying with one assessment has it’s dark side.

Challenging the use of ‘our tool’ for each situation and focusing on the goal at hand, not solely on the financial benefit nor ease of implementation, will provide more valuable and lasting results. It is the role of the coach (either internal or external) to shed light for the organization to recognize the risks.

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