Performance Evaluation: Assess the People on Your Team

As you identify the people in your “organization” (those who influence you or your goals), it’s useful to understand their alignment with your initiative. Their level of alignment can give you an understanding of their potential to meaningfully impact your initiative (for the better or for the worse). Arguably, the best way to assess their alignment is with a performance evaluation.

How to Perform a Performance Evaluation

  • In her book, Radical Focus (more information linked below), Christina Wodtke suggests using 3 criteria (engagement, performance, and alignment) to assess team members.
  • She further recommends using a 3 point assessment (High, Medium, Low) on each of these criteria.
  • Let’s look at these in more detail, understand why they’re important, and put them to use.

Part 1: Engagement

Paraphrasing a leader in the area of engagement:

“An engaged participant is fully involved in, and enthusiastic about, his or her work, and thus will act in a way that furthers the initiative’s interests. An engaged stakeholder is aware of organizational context, and works with colleagues to improve performance within the job for the benefit of the organization. It is a positive attitude held by the stakeholders towards the organization and its values.”

–by Eliza Paul, EMP Trust HR

Performance Evaluation Practice 1

Consider these questions for each of your people:

  • Does s/he participate:
    • Fully?
    • Enthusiastically?
    • With an awareness of organizational context?
    • Proactively in continuous improvement initiatives?
  • Is s/he actively unsupportive?

Based on your answers to these questions, assess each stakeholder according to their level of Engagement with your initiative (High, Medium, or Low).

Example 1

MeasureRating (H/M/L)
Full Participation
Enthusiastic Participation
Awareness of Context
Proactive Improvement

Part 2: Performance

Performance is about meeting goals in an effective and efficient manner.

Performance Evaluation Practice 2

Ask yourself these questions about each of your people:

  1. Is s/he meeting goals?
  2. Does s/he have a track record of meeting goals over the recent 3-6 months?
  3. Is s/he capable of meeting goals, given appropriate resources?

Based on the answers to these questions, assess each of your people as High, Medium, and Low for Performance.

Example 2

MeasureRating (H/M/L)
Currently meeting goals?
Recent history of meeting goals?
Capable of meeting goals?

Part 3: Alignment

Alignment — Def: a state of agreement or cooperation among persons, groups, nations, etc., with a common cause or viewpoint.


Alignment, then, has 2 elements:

  1. Agreement
  2. Cooperation

As you consider each of these, don’t forget that any individual’s agreement or cooperation must be consistent not only with you, but with all members of the core and extended teams for your initiative to yield the most value from their participation.

It is important to recognize that the most insidious behavior of all is the person is agreeable in speech, but then not cooperative in action, or who is agreeable in speech but only cooperative with some people or in some situations.

Performance Evaluation Practice 3

Answer the following questions for each of your people:

  • Are they agreeable?
  • Are they cooperative?

Based on these answers, assess the Alignment of each of your people (High, Medium, or Low).

Example 3

MeasureRating (H/M/L)

Finalize the Performance Evaluation

A final evaluation is the “average” of each of the 3 scores.

MeasureRating (H/M/L)

Place the result of each person’s performance evaluation in your PowerBoard.


It is helpful to assess each of your people based on their Engagement, Performance, and Alignment with your overall and specific goals.

Periodically evaluate your people in each of these areas, with an assessment of High, Medium, or Low.

Next Steps

Where there is misalignment, it’s worth having a conversation to bring them up to speed with your current goals and expectations. This can be done in a friendly, encouraging way. Inspire them to your mission. Invite them to be a part of your initiative.

Where there is general consensus that your goals are clear after one or more reiterations of your goals, it may be time to select and replace team members accordingly.

The next section will offer more guidance about this.

Practice 4

Answer the following questions in writing, and place these answers in your PowerBoard also.

  • What was most valuable here for you?
  • What did you learn that you did not know before?
  • Name one action you can take today that will begin to implement what you learned here.
  • Based on the assessments above:
    • Which people do you see as your greatest allies?
    • Are there any people who you will want to distance from your initiative?
    • Might it be worthwhile to add more people or organizations to your core or extended stakeholder group?

Next: Acknowledge Every Team Member

Your Key Team Members

More Information

Photo Credits

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Hi, I’m Dylan Cornelius.
I was passed over for promotions four times in three years, every time passed over by a peer. My marriage was a wreck. I was obese and my doctor threatened to medicate me if I didn’t lose weight.
When I calculated the per-hour value of my overtime at work, the additional money in my bonus didn’t justify the costs to my health, relationships, and personal satisfaction.
After five years of hearing me complain, my brother told me to stop complaining or do something about it. I was stunned that it had been so long.
After a long and expensive search, I realized the quality of my relationships was poor and I wasn’t taking care of other people or myself.
When I committed to creating fantastic relationships and high-performing teams in every area of my life that mattered, my life transformed.
I was promoted. Now I’m picked to lead teams and frequently thanked for my contribution.
While my marriage didn’t survive, I met an amazing woman who trained me for my first two marathons, and now I do triathlons for fun. I lost 50 pounds and controlled my diet, allergies, and autoimmunity.
Now my “Honey Bunny” and I tour for weeks at a time on a tandem bike. Soon, we’ll cross countries and continents.
I created a Team Acceleration Blueprint based on my personal development journey and decades of education and experience building and leading teams at some of the best universities and companies on the planet.
I believe the world can work for everyone. It starts with clarity of purpose, fantastic relationships, and high-performing teams. I intend to help 10,000 people create an unfair advantage and achieve results they didn’t believe were possible too.

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