Manager Skill Assessment

𝗠𝗲𝗮𝘀𝘂𝗿𝗶𝗻𝗴 𝗟𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 𝗗𝗲𝘃𝗲𝗹𝗼𝗽𝗺𝗲𝗻𝘁 I've been asked this at least 3 times in the last two months. "How do I know that my leaders are improving?" This is where we distinguish knowing from application. 10% of capability comes from learning from formal sources. 20% comes from networks and interactions. 70% comes from application to portfolios and projects. One thing that sets this all apart are data points. Even if I apply skills to my projects, how do I know I did it well? Most large companies have a 360-degree or leadership assessment process in place. So, I'll share my thought process for this in case you are attempting to develop this for your own organization. Step 1: Determine organizational strategy and business outcomes. This is necessary to align expectations of desired behaviors. This is where a Balanced Scorecard can come in handy. Step 2: Assess expectations of leaders. You'll then assess them across leadership behaviors for new, mid and even senior managers. Granularity of differences supports focus and clarity. Often, a list of pre-existing behaviors/competencies are used to make the exercise easier. Validated psychometric tools such as the 16PF help to anchor it to scientific rigor. Organizational psychologists like me conduct surveys to gather insights. Then, focus groups are used to drill down to details information. After that, we'll create categories basedon the information and produce working behavior-based definitions. Step 3: Prioritize the list Now, the leadership team decides which behaviors are more important by way of ratings. Step 4: Build the 360 We then build a 360-degree feedback survey questions. These questions are reviewed for validity. Step 5: Allocate the survey A system specializing in the 360 (there are many) can be used. Feedback Recipient selects 6 to 12 people to rate them. In organizations, to avoid selection bias, leaders of the feedback recipient can review and veto the people doing the rating. Then, the participant does the survey too (self-rating) Step 6: Debrief of survey Usually, participants need guidance from a trained coach who understands feedback requirements. This is to provide grounding and objective input. Often, 360 surveys tend to be met with resistance unless the coach is skilled in facilitating the reflection conversation. Step 7: Action Planning The participant then produces a set of actions for improvement. This plan and the priority of focus should be made known to the feedback givers. Step 8: Pulse Surveys After a designated time (within 6 to 12 month period) a validated pulse survey is set up for the observers to rate improvement in specific behaviors. Step 9: Continued Leadership Coaching, Mentoring and Peer Support A combination of these can be used to enhance development. Step 10: Final Comparison Survey Toward the end of the year, a comparison survey is done to see how the key areas have improved or not. ---

Before you promote someone into management, assess these 5 areas. One of the easiest ways to create management problems is to confuse strong individual performance with leadership readiness. A person delivers. They solve problems fast, stay dependable under pressure, take ownership, and earn trust. That makes the promotion feel obvious. Then the role changes. Now the work includes decision-making when the answer is unclear, accountability across the team, harder conversations, people tension, and responsibility for outcomes beyond personal output. I have seen companies promote based on output alone, then act surprised when the new manager struggles with feedback, delegation, standards, or team dynamics. Before moving someone into management, I look closely at five areas: - Can they make sound decisions without constant direction? - Can they hold standards across other people, not only for themselves? - Can they communicate clearly when expectations rise or performance slips? - Can they read team dynamics early, before tension spreads? - Can they think beyond their own work and take responsibility for team performance? Those questions matter because management failure rarely stays with one person. The team feels it. Execution slows. Strong employees start carrying what leadership should have handled. Accountability becomes inconsistent. A promotion that looked like progress starts creating drag across the business. A title should follow readiness. It should not be used to test for it. That is why promotion readiness deserves a real assessment. The cost of getting it wrong usually shows up after the announcement, when the pressure is already higher and the room for error is smaller. #LeadershipDevelopment #ManagementDevelopment #TalentManagement #HRStrategy #SuccessionPlanning

What Estimating Managers are looking for when deciding on hiring... Estimating hiring managers in construction or general contracting are usually looking for a mix of technical competence, practical experience, and soft skills. Here’s a detailed breakdown of what they want to know about future hires: 1. Technical Skills & Competence Takeoff & Quantity Surveying Skills: Can they accurately read plans and perform detailed takeoffs? Estimating Software Proficiency: Familiarity with platforms like Bluebeam, On-Screen Takeoff (OST), Sage Estimating, Procore, or Destiny. Cost Analysis & Budgeting: Ability to produce reliable cost estimates, understand unit costs, and identify cost drivers. Understanding of Construction Divisions & Trades: Knowledge of CSI divisions, MEP, civil, or specialized construction areas. 2. Practical Experience Project Types: Experience with relevant projects (tech, commercial, residential, industrial). Scope & Scale: Have they estimated projects of similar size and complexity? Preconstruction & Bid Experience: Knowledge of bid packages, subcontractor solicitation, and RFP/RFQ processes. Vendor & Trade Relationships: Established relationships with subcontractors, suppliers, or vendors can speed up the estimating process. 3. Analytical & Problem-Solving Abilities Can they identify risk and cost-saving opportunities? Can they adapt to incomplete information or evolving project requirements? Are they capable of performing value engineering suggestions? 4. Soft Skills Communication Skills: Can they clearly explain estimates to project managers, clients, or executives? Teamwork & Collaboration: Ability to work closely with project engineers, project managers, and operations teams. Time Management & Efficiency: Can they produce accurate estimates under tight deadlines? Attention to Detail: Estimating mistakes can be costly; precision matters. 5. Cultural Fit & Growth Potential Are they motivated, curious, and teachable? Do they fit into the company’s workflow and values? Can they grow into leadership roles, like senior estimator or preconstruction manager, over time? 6. Red Flags Hiring Managers Watch Frequent job hopping without clear skill progression. Over-reliance on software without practical understanding. Lack of knowledge of the construction process from ground up. Poor communication or inability to justify numbers.

What Hiring Managers Look For Beyond Technicals: A Practical Checklist You mastered DCFs, comps, and built financial models in your sleep. But technical skills alone do not seal the deal in an IB interview. After guiding hundreds of students into top-tier investment banks, I've noticed a clear pattern: Hiring managers aren’t just looking at your Excel shortcuts. They’re watching how you carry yourself, how you handle pressure, and how quickly you think on your feet. Here’s a real-world, practical checklist of what they silently assess: 1. Body Language and Presence - Maintain confident eye contact—don't stare nervously at your notes or the ceiling. - Sit up straight, lean in slightly, and speak with calm authority. Your posture says more than your resume ever could. - Mirror subtly: match their speaking pace and energy to quickly build rapport. 2. Clarity Under Pressure - When asked something tricky, pause briefly to gather your thoughts—it's a sign of composure, not uncertainty. - Clearly structure your answers: Start with the main point first, then explain. - If you're unsure, calmly walk through your logic aloud instead of freezing or guessing. 3. Quick Thinking & Mental Agility - Expect trick questions, managers intentionally ask unexpected questions ("Estimate Starbucks’ daily revenue"). They're testing your mental flexibility, not your math. - Show your thinking process clearly—managers care more about your approach than a perfect answer. 4. Genuine Curiosity & Insight - Move beyond scripted questions. Instead of asking, “What’s your favorite part about working here?” try insightful queries like: “How has rising interest rate volatility affected recent deals?” - Managers remember candidates who spark thoughtful conversations, not just check the interview box. 5. Confident Humility - Confidence doesn’t mean arrogance. Own your achievements proudly—but always acknowledge team efforts and stay humble. - Admit openly if you don't know something. Confident humility earns trust and credibility. 6. Ability to Connect Personally (The Airport Test) - Interviews test if managers would genuinely enjoy working alongside you through long nights. - Be yourself, share small genuine insights about your interests outside work, and find common ground. Your presence, composure, quick thinking, and authentic curiosity decide the direction of your interview. Follow Pratik for investment banking careers and education

Last week, in almost every coaching conversation, the role of the immediate manager in shaping (or not) my clients’ career trajectory came up. Direct managers have the most significant impact on employees’ learning, growth, fulfilment, and job satisfaction. Therefore, if you are looking for a new job, ensure that you find the right manager for yourself. You want to feel confident that your direct manager will support you and your ambitions. Author 𝐉𝐞𝐧𝐧𝐲 𝐖𝐨𝐨𝐝 offers the ‘𝐒𝐓𝐀𝐑𝐓’ framework to evaluate your prospective immediate manager even before you take up the job. ‘START’ stands for Style, Thoughtfulness, Attitude, Responsiveness, and Transparency that you receive during the interview process. Let us double-click on these factors – 𝐒𝐭𝐲𝐥𝐞 – Observe your prospective manager’s communication style - is it friendly, informal, or formal? Pay attention to how they think and make decisions. This is not about finding the right style but looking for compatibility and understanding differences before you sign up for the role. 𝐓𝐡𝐨𝐮𝐠𝐡𝐭𝐟𝐮𝐥𝐧𝐞𝐬𝐬 – One sign of thoughtfulness is ‘being present’. If someone keeps texting or responding to emails while interviewing you, they are not present with you. Other signs of thoughtfulness include respecting your time, listening to you, and valuing your thoughts and perspectives. It is a red flag if these aspects are missing. 𝐀𝐭𝐭𝐢𝐭𝐮𝐝𝐞 – Does your prospective manager come across as optimistic, and excited, or depleted and burned out? Note their body language and word choice. Are they looking forward to the future with excitement, or does their head hang heavy with the burden of challenges? If they are disenchanted or burned out themselves, they are not likely to be able to help you put your arms around your new role. 𝐑𝐞𝐬𝐩𝐨𝐧𝐬𝐢𝐯𝐞𝐧𝐞𝐬𝐬 – How fast do you get responses to your queries from your future boss? This is a likely indicator of the support you will get if you are stuck and need help, after you have joined. A responsive boss is likely to support you and remove roadblocks to help you succeed. You might struggle with someone who does not make themselves available. 𝐓𝐫𝐚𝐧𝐬𝐩𝐚𝐫𝐞𝐧𝐜𝐲 – Your manager’s feedback helps you evolve into your next role. If you do not get actionable feedback and acknowledgement of your strengths, you will struggle to grow in the organization. You can gauge this by the level of transparency in your interactions during the interview phase. Do you feel your questions were answered, or did you get treated with word play, or were you brushed aside? You want to be intentional in choosing your next job. You want to choose a role that stretches you, helps you grow further, and fulfils you. Choosing the right boss is a crucial element of that journey because your boss determines the culture of the team, the support and resources you receive to do your job, and your career path. Be diligent in this quest.

Your manager forms an opinion of you from about six data points. None of them are your intelligence. After nearly two decades of managing people and buying companies that manage people, here’s what actually gets tracked(usually unconsciously) - 1. Response latency - How long between the ask and the acknowledgment. Not the delivery. The acknowledgment. 2. Error type - Everyone makes mistakes. Managers sort them into “learning” and “not paying attention.” The second one is expensive. 3. Escalation quality - Do you bring problems early with context or late with panic. 4. Follow-through rate - What percentage of the things you say you’ll do actually appear without a reminder. 5. Meeting delta - Is the meeting better or worse because you were in it. 6. Recovery speed - How fast you’re useful again after being corrected. Notice what’s missing. Your degree. Your GPA. How clever your ideas are. How hard you’re working. Reputation isn’t a feeling people have about you. It’s a dataset they’re building whether you participate or not. The good news - every one of those six is a behavior, not a talent. You can move all of them in thirty days. Which of the six is your weakest right now? Be honest. #EarlyCareer #Leadership #CareerGrowth

They’re the hardest to measure. The hardest to develop. The hardest to replace. And yet, they’re often treated like an afterthought. In reality, they’re what separate great hires from bad ones. 👉 Emotional intelligence. 👉 Problem-solving. 👉 Communication. 👉 Adaptability. 👉 Influence. These aren’t just workplace buzzwords. They’re the skills that drive innovation, collaboration, and leadership. As Peter Drucker put it: “The most important thing in communication is hearing what isn’t said.” But here’s the problem: - Job seekers struggle to prove these skills. - Hiring managers struggle to assess them. - Traditional hiring methods (resumes, interviews, even technical tests) aren’t built to measure them effectively. So how do you recognize spot these skills in candidates? 🔹 Go beyond the resume. Instead of relying on past job titles, ask about challenges they’ve faced and how they navigated them. Stories reveal problem-solving, communication, and adaptability. 🔹 Listen for “we” vs. “I.” UCandidates who naturally talk about teamwork, collaboration, and shared success tend to have strong interpersonal and leadership skills. 🔹 Test for adaptability. Throw in a curveball question. See how they respond to an unexpected change. Are they flustered, or do they roll with it? 🔹 Look for self-awareness. Ask about a time they received tough feedback and how they handled it. Someone with strong emotional intelligence won’t just blame others—they’ll reflect, adapt, and improve. 🔹 Pay attention to how they interact. The way candidates communicate with you in the hiring process is often the best indicator of their soft skills. Do they listen actively? Ask thoughtful questions? Show curiosity? Soft skills might be hard to measure, but they’re impossible to fake. And hiring without considering them? That’s a costly mistake. What are your go-to strategies for assessing these essential skills in candidates? Let’s compare notes. ⬇️

60% of new managers fail within 24 months. You can beat those odds -- one skill at a time. Most get promoted for being great at their job. But managing people is a completely different skill set. If you don't feel ready, it's not your fault. 59% of managers never receive leadership training. If you just got the title (or if you're one of the 59%)... Focus one-by-one on these 6 disciplines And you'll be a standout rather than a statistic: 1) Build Trust Before Everything Else → Don't assume your title gives you credibility. 🤝Be transparent about what you don't know, follow through on commitments, and listen more than you talk. 2) Master the Art of Clear Communication → Don't assume people "get it." 💬Provide context, explain the challenge, and outline needed actions. 3) Set Crystal-Clear Expectations → Don't hope for mind reading. 🎯Define what "done" looks like, agree on deadlines, and document who owns what. 4) Give Feedback That Actually Helps → Don't wait for performance reviews. 📝Make it timely, specific, and focused on behavior, not personality. 5) Delegate to Develop (Not Just Dump) → Don't just offload your least favorite tasks. 🚀Match assignments to people's strengths and growth goals. 6) Create Accountability Without Micromanaging → Don't check in on everything constantly. 🔁Set check-in points, agree on metrics, and trust the process. Most Important Insight: Your success is no longer about what you accomplish. It's about what your team accomplishes through you. Ready-to-Use Tomorrow: 🔥"Help me understand..." (instead of "You should have...") 🔥"What would make this easier for you?" (instead of giving solutions) 🔥"I noticed... what's your take?" (instead of making assumptions) 🔖Save this if you're managing people for the first time. ♻ Repost to help a new manager beat the 60% failure rate. 👉 Follow me, Stephanie Eidelman (Meisel), for more leadership reality checks and career strategies.

Project managers—how do you really know where you stand? Certifications tell you what you learned. Experience shows what you’ve done. But neither gives a clear picture of your leadership impact today. That’s where tools like the Comparative Agility Assessment come in. It’s not about frameworks. It’s about mapping the skills that separate task trackers from strategic leaders. Key dimensions: Self-Mastery → Staying adaptable under pressure Coaching & Facilitating → Elevating others, not just pushing tasks Leading & Transforming → Driving alignment, not just updating trackers Here’s the kicker: When you plot yourself against these dimensions, patterns emerge. Some PMs live in admin mode—high on “facilitating,” low on “transforming.” Others over-index on knowledge but can’t create momentum. The assessment isn’t about passing or failing. It’s about clarity. And clarity is what separates a good PM from the leader an organization can’t live without. So let me ask you: If you could measure just one thing today— ➡️ Leadership presence ➡️ Influence ➡️ Adaptability Which one would you choose? 🔔 Follow for project management insight and more! ♻️ Repost to help others. Lead with confidence. Deliver with impact. Adapt with ease.

AI-fluent project and program managers are becoming invaluable. And the gap is widening fast. But here's what surprised me: most PMs and PgMs have no idea where they actually stand with AI skills. I spent months upskilling in AI, including becoming certified in AI Security. So I built an AI Skills Assessment for Project & Program Managers. Here's what it evaluates: → AI Fundamentals – Understanding how these systems work → AI Program Strategy – Identifying real value vs. hype → Hands-on Usage – Actually building with AI tools → Risk & Compliance – Governance and privacy considerations → PM Workflow Integration – Embedding AI into your methodology → Change Management – Leading teams through adoption → AI Economics & ROI – Building compelling business cases You'll get: Your proficiency level across 7 categories Specific gaps to address A personalized learning path The lesson: The PMs creating the most impact right now aren't the ones with the most AI knowledge. They're the ones who know exactly what to learn next. Here's what I've learned: The barrier to entry has never been lower. The resources are everywhere. But without a clear picture of where you are, it's easy to spend months learning the wrong things. The assessment takes 5 minutes. It might just clarify your next 5 months of learning.  👉🏽 Take it here: https://lnkd.in/gxuxbXWq #ArtificialIntelligence #SkillsAssessment #ProfessionalDevelopment