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Management Observation Program Best Practice 11 – Anyone Can Write an Observation
The name, Management Observation Program, suggests that authorship of these documented performance assessments are or should be limited to those who supervise work. Yet, in a healthy organization, workers are encouraged to provide upward feedback and report conditions adverse to quality. All organizations should embrace a safety culture within which individuals are responsible for both their safety and the safety of their coworkers. (See StrategyDriven whitepaper, Preventing Catastrophic Industrial Accidents) So why not allow everyone within the organization to submit management observations?
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About the Author
Nathan Ives is a StrategyDriven Principal and Host of the StrategyDriven Podcast. For over twenty years, he has served as trusted advisor to executives and managers at dozens of Fortune 500 and smaller companies in the areas of management effectiveness, organizational development, and process improvement. To read Nathan’s complete biography, click here.
Constructively critical business performance assessments often present executives and managers with a difficult to accept performance message. While intended to improve overall organizational performance, leaders may take these assessments as an affront to their authority or condemnation of their performance and some leaders may even retaliate against assessors. (See StrategyDriven Evaluation and Control Best Practice article, 
Something is not right… performance seems okay but the organization is not moving forward, not learning, not developing, as it should. The spark of innovation, the passionate drive to excel is gone from the leadership team and workforce. Sales may be stagnate or declining. Or perhaps asset experience one too many failures to be considered normal.
People naturally take pride and ownership of their work. This pride drives them to believe their approach is the right or, at least, the best method for performing the activity; often closing off any consideration of other methods.
The value derived from performing business performance assessments directly correlates to the effectiveness of the program itself. In order to maximize its value, the self-assessment program must be efficiently administered, the individual assessments insightful, and the follow-on improvements recommendations actually implemented. Shortfalls in any of these aspects diminish the program’s overall return on investment. Therefore, organization leaders should ensure the self-assessment program is optimally executed much like the self-assessment program helps ensure effective, efficient execution of the organization’s other activities.
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