Page 178 - The McKinsey Mind

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ManagingYour Team 153

The quantity issue comes down to how many comments are
enough. Giving too few comments leaves employees in the dark,
relying on their self-evaluative skills to lead them to proper devel-
opmental moves. Too many comments also can have a negative
effect on motivation. The employee may feel that there is too much
pressure and become so consumed with the evaluation that other
job responsibilities become secondary.

IMPLEMENTATION GUIDANCE
As we said at the beginning of this section, development is a con-
tinuous cycle. When you are in charge of someone’s development—
when you are a mentor—you have to set objectives for that person
that meet the needs of both the organization and the individual.
Then you must assess the employee’s performance and provide
feedback. Based on that feedback, you set new objectives, thus
starting the cycle over again.
The first step, as so often in this book, is to identify your orga-
nizational objectives. What are the primary tasks for which your
employees (or you, for that matter) are responsible? In consulting,
it boils down to analytical skills, teamwork, and presentation.
Develop aggressive target expectations in each area for everyone in
your organization. Consider also the goals of those you are men-
toring. You should meet with them to establish their expectations
of their role and career and incorporate those expectations into
whatever objectives you set.
Next, consider how you communicate these expectations to
employees in the organization. Is there a consistent and formal
program, or is it loose, relying on word of mouth and advice from
more-experienced employees? Both types of systems have strengths
and weaknesses. The choice between them comes down to the cul-
ture of your organization. Chances are you know which method
suits your corporate culture best.