Edited by Mitchell G. Rothstein and Ronald J. Burke
Chapter 4: Taking Charge: Discovering the Magic in Your Psychological Assessment
Sandra L. Davis People travel to wonder at the height of mountains, at the huge waves of the sea, at the long courses of rivers, at the vast compass of the ocean, at the circular motion of the stars; and they pass by themselves without wondering. (St Augustine) Sam drove away from the psychologist’s office relieved to be done with all the multiple choice tests, interviews and simulations. Dr Thompson seemed savvy enough, but Sam knew that the leadership assessment was an important part of the selection process for the company he was interviewing with. While people kept telling him that this was not a ‘pass/fail’ process, his experience taking all of those tests told him otherwise. ‘OK,’ he thought, ‘I’m done with that and I’ll just keep my fingers crossed.’ A week later the recruiter called to tell him he was getting a job offer. Excited, Sam promptly forgot about Dr Thompson’s offer of feedback. Even when the head of Human Resources suggested that he make an appointment for feedback, Sam expressed his thanks, but did nothing. He got the job, he thought, why should he bother? Can you identify with this story? Individual leaders have many reasons for choosing not to take advantage of feedback following a leadership assessment. Some simply are skeptical about tests and psychologists in general. Some have good intentions, but let procrastination win until the feedback seems too old or irrelevant. Others get so wrapped up in their real work that assessment results...
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