Reversing the Performance Evaluation Process
Written by Paul on October 10th, 2008
Supervisors should regularly analyze their actions, behavior and leadership style. True critical analysis would reveal how a supervisor rates from a team member viewpoint. However, since self-criticism is very difficult for everyone, asking your team members to rate you can reveal areas that could be improved. This type of rating process can shed some light on how team members perceive their supervisors job performance.
Several years ago, I was assigned the responsibility of suppression and rescue Battalion Chief. After I settled into the job, I asked the members under my command to evaluate me. In this article, I will share the procedures, the instrument used, and some of the lessons I learned from the process.
THE PROCEDURES
1. Personally introduce the rating instrument and the rating process.
The first thing I did was call a meeting to explain the process of rating a supervisor. At the time there were 30 team members under my command: six captains; six engineers; and 18 firefighters. I then began a discussion about the purpose of the evaluation. I made it clear that I wanted an honest view of each person’s opinion of my performance as Battalion Chief. Then, I handed out copies of the rating instrument and we went over each item.
Some of the statements were broad based, so it was necessary to be sure that everyone understood the meaning of each item. Giving examples of each item was beneficial to individual members as well as to the team as a group. I also explained that additional comments would be just as important as questions that only required them to circle a word or phrase.
The last item on the evaluation instrument was something that I particularly emphasized. This item asked, “given a choice” which Battalion Chief on the department would you most like to work with. Then I asked each team member to rate me on a scale from one to seven, based on the qualities of the supervisor each member would chose to work with. A rating of one would give me the most successful rating, and a rating of seven would give me the least successful rating. This rating was not intended to be a popularity contest. The purpose was to help me understand if my leadership style and techniques as a Battalion Chief were generally helpful to the teams’ ability to function effectively. Specific comments would give me a starting point for considering positive change.
2. The ratings would be anonymous.
It is more important to know what team members are thinking than it is to know who said what. I gave my word that I was not going to study or compare handwriting, or use any other means to identify the evaluators. The headquarters truck captain collected each evaluation and turned them in. Several people decided to put their name on their evaluation; however, that was an individual choice.
3. The rating was voluntary.
I stressed that it was very important for everyone to complete an evaluation. I was interested in everyone’s opinion and the instrument was designed to be easy to complete. The only purpose of the evaluation was for me to determine how to improve as a supervisor. Nevertheless, anyone could choose not to complete the evaluation. It was fine with me. Team members could decide not to participate. Nonparticipation could mean that nothing was particularly bothering those people, or that they were just not interested. I was pleased that 29 out of 30 team members filled out the evaluation.
THE LESSONS (HAVE THICK SKIN)
No matter how good you think you are at being a supervisor, I can guarantee you that there will be people with different opinions. Take constructive criticism, learn from it, and look for ways to make improvements. Do not allow yourself to dwell on negative comments or poor ratings. Remember this old saying,” You can please some of the people all of the time, and all of the people some of the time, but you can’t please all of the people all of the time.” This is especially true as you move up in an organization. More is expected of you; while at the same time team members may not understand the full extent of your responsibilities.
Remember that there is no such thing as a perfect fire officer, or a perfect person.
THE INSTRUMENT
Here is a copy of the supervisor evaluation form that I used successfully.
SUPERVISIOR EVALUATION FORM
INTRODUCTION AND DIRECTIONS
The purpose of this evaluation is to provide your supervisor with valuable feedback on how well you think you are being supervised. By completing the evaluation and expressing your opinions, you are providing valuable information on ways for your supervisor to be more effective and efficient. You can be honest in your responses to the statements contained in the evaluation because you will be anonymous. Unless you decide to provide your name, or you discuss the evaluation with other team members, you will not be associated with any particular evaluation form.
Under each statement below, chose the word or phrase that best describes whether you agree or disagree with the statement. Even more important, please provide any additional comments, either positive or negative, that you feel are appropriate. This process will help your supervisor identify both strong points that need to be maintained and weak areas that could be improved.
STATEMENT 1
Your supervisor communicates openly and honestly:
Totally Agree Agree Somewhat Agree Don’t Agree
Comments:
STATEMENT 2
Your supervisor is easily understood when communicating:
Totally Agree Agree Somewhat Agree Don’t Agree
Comments:
STATEMENT 3
Your supervisor has a good knowledge of fire fighting strategy and tactics:
Totally Agree Agree Somewhat Agree Don’t Agree
Comments:
STATEMENT 4
Your supervisor has the ability to effectively manage emergency incidents:
Totally Agree Agree Somewhat Agree Don’t Agree
Comments:
STATEMENT 5
Your supervisor has the ability to motivate and is a good morale builder:
Totally Agree Agree Somewhat Agree Don’t Agree
Comments:
STATEMENT 6
Your supervisor follows through on requests and addresses concerns you have made:
Totally Agree Agree Somewhat Agree Don’t Agree
Comments:
STATEMENT 7
Your supervisor understands training techniques and utilizes these techniques when training:
Totally Agree Agree Somewhat Agree Don’t Agree
Comments:
STATEMENT 8
Your supervisor keeps you informed of organizational changes:
Totally Agree Agree Somewhat Agree Don’t Agree
Comments:
NOTE: The last question is not intended to be a popularity contest. It is included so that your supervisor can obtain information regarding what attributes respected supervisors possess. Comments are important to include.
STATEMENT 9
There are 7 Battalion Chiefs in the Santa Monica Fire Department. Compare the Battalion Chief you currently work for with the Battalion Chief you would pick as your first choice, if you were given the opportunity. Now, where does your current Battalion Chief fall on the scale provided below? Circle your choice.
Highest Lowest
1st 2nd 3rd 4th 5th 6th 7th
What outstanding qualities do the Battalion Chief that you rated number 1 have? The qualities would be ones you would like to see in all the Battalion Chiefs.
Comments:
Closure
After I received all the evaluations I combined all the ratings and comments. Then I presented the entire package to all the members at a meeting. They had an opportunity to see and hear the comments and rating completed by their peers. I discussed each statement, the rating I received and the comments that were made. This was very beneficial because in several cases it opened up lines of communication and cleared up some misperception. Overall, the entire process was very positive and informative. I think we all came away feeling good about the result.
