Performance Reviews, 9-Blockers, Succession
For me, this is one of the most critical times of the year: performance review season. Conducting these reviews is a challenge, as a meaningful review requires a significant investment of time and emotional energy. I grapple with the task of assigning quantitative metrics to what are largely subjective assessments from managers. Too often, people can get fixated on the numbers, which can obscure the broader insights we’re striving to achieve. This becomes even more complex when it involves individuals who are not my direct reports, where it can sometimes be difficult to see the forest through the trees.
In 2014, I attended a networking event where I discussed this very challenge with an experienced corporate executive. We debated the balance between subjectivity, measurable metrics, and the human element in performance reviews. He introduced me to the concept of the "9-blocker" model. Initially, I was skeptical, but today, I fully appreciate its value. (Interestingly, that same individual is now the CEO of Paychex—a testament to the weight of his advice.)
Performance reviews serve both the employee and the business. They are not merely evaluative but are instrumental in aligning personal development with organizational goals.
For the Business
- Ensuring expectations are clear and fair
- Assessing if the investment in talent aligns with performance outcomes
- Supporting succession planning
- Establishing clarity on the upcoming 12-month goals
For the Employee
- Providing constructive feedback on their performance
- Allowing the employee’s voice to be heard regarding their role, career path, and compensation
- Focusing on development and growth opportunities
In this post, I want to shed light on the often-overlooked area of succession planning, which for me is gaining in importance as we build our enterprise value. I approach succession planning with both immediate and long-term perspectives:
1. If someone were unexpectedly unavailable, how would the business continue operating seamlessly?
2. In two years, as we continue to grow, who will be ready to assume more advanced roles, contributing to the depth and versatility of our talent pool?
The 9-blocker is particularly valuable for succession planning. It maps employees on a two-dimensional spectrum of potential versus performance, helping us view talent in as unbiased a way as possible. This year, we’re adding a third dimension: the Enalas Pillars. After placing an individual on the 9-blocker, we’ll accompany it with a visual representation of the Enalas Pillars, highlighting strengths or, where relevant, areas needing growth. This additional layer allows for a richer perspective in succession planning.
For our executive team, the review process includes writing two letters as part of their 12-month assessment. The first letter reflects on their performance in relation to company goals, personal objectives, and our core pillars. The second is written as a report to shareholders, assessing the company’s past, present, and future trajectory. This exercise provides insight into each executive's grasp of the business, adding depth to our succession planning efforts.
Keep an eye on the 9-blocker template in this blog—it now reflects more sentiment and strategic direction. Interested? I encourage you to speak with your manager to learn more about it.
In summary, while many view the annual review as a personal critique, I see it as a measure of the health of our business and an essential step toward future succession planning.
2024/2025 9-Blocker Template:
2024/2025 9-Blocker Third Dimension Zoom'd In:
