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Image by Sammie Chaffin


The Client

One of India's biggest manufacturers of essential components for the engineering, earth moving, agriculture, mining, and aircraft industries. The manufacturing facilities are spread over multiple sites operated by 500+ employees. Spread over 200,000 sq. ft. all the facilities are state of the art set ups manned by highly skilled engineers and technicians. 


The Problem Statement:  A clear and visible gap between senior managers' self-assessment and professional leadership skills required was leading to sub-par performance 

Several members of the senior leadership team were consistently over-estimating their own performance, resulting in a performance glass ceiling of their own making. The gap between their own assessment and that of the management meant that the company management were unable to re-calibrate performance vs. expectations. Further, the management was unable to measure or demonstrate the gap to the leadership team in the absence of a viable tool or mechanism to do so. 


The Solution: A tool to measure and qualify the gaps between individual self-assessment, real skills available, and management / organisational goals and expectations  

Encore Mindseek spent some time discussing the problem with company management as well as several members of the operations leadership team, recording and analysing the scale and depth of the problem. A tool was then developed to measure, in detail, the following:

1. Individual assessment of the company vision and operational goals,

2. Individual interpretation of KRAs as well as management expectations of them as individuals as well as team leaders,   

3. Individual inyterpretation of their own responsibilities in terms of Operations, Cost / Finance, and People Devleopment,

4. Self-assessment of their performance in each of these areas,

5. Self-assessment of their own strengths and weaknesses as well as contribution to the organisation,

6. Detailed assessment of their teams and team members

7. Individual assessment of the organisation and company management,

8. And how they would manage the company differently if they could,

9. Amongst others.

The tool was then rolled out through all departments, data collected and analysed, and the results and findings presented to the management.

The results were able to outline in stark clarity the gaps that existed between self-assessment and management / organisational goals, not only driving home the message about a significant potential cause for organisational underperformance but allowing the management to plan long-term corrective action in systems and cultural terms.

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