Let's take a few minutes to understand the process of evaluating. Top performing individuals and organizations are consistently evaluating the present and preparing for the future. The process of evaluating involves the identification of key external events (Outlook – what I observe) and the interpretation of those events (Inlook – what it means to me).

Evaluations = Outlook + Inlook

Consider the fact that organizations look out for emerging trends, global events and industry issues. Then they look inward to interpret or translate these changes into potential pain or gain for the organization. It is this interpretation that forms the "Inlook."

See the process of an evaluation? It encapsulates your outward observations and your inward interpretations.

Individuals do the same thing. They look externally to identify business issues, and then determine how these issues might impact them or their job.

A gap often exists at both the organizational and individual levels. Organizations are usually competent at identifying and interpreting the impact of events and situations on the business. However, they typically don't look at how those events and situations will affect the individuals in their organizations.

Similarly, individuals are good at identifying business issues and how those things might affect their jobs or them personally. However, most have a very limited view and fail to interpret market trends appropriately.

To achieve superior results, organizations must have an Inlook which accommodates the individual. To be Top Performers, individuals must have an outlook which accommodates business-related events and situations.

The Filter Factor?

Truth like football – receive many kicks before reaching goal. - Charlie Chan

It is essential that you understand the filters or biases that affect your evaluations. We all have a certain way of looking at things that affect our focus and clarity. We have beliefs about how things are or how they're supposed to be. We make assumptions that may or may not be valid.

We see this often in sales situations. The seller has certain assumptions about clients. For example:

• They're in this industry so they must be …

• They'll want …

• They'll be motivated by …

• They dislike …

Assumptions are a natural part of our mental work. An assumption is a generalization. Most companies are client-centric, most doors open in the same way, sharp objects can hurt you. If we didn't generalize, we would not be able to see patterns in life. So generalizing can be useful, but your assumptions must be tested.

How do you test assumptions?

Simple. Ask questions. For example:

• Is this really true?

• How do I know it's true?

• What evidence do I have that it's true?

• Is it always true? Sometimes true?

• What could be assumed instead?

• How is this assumption serving me?

• Do I need to adjust my thinking?

So, clean your mental filters and test your assumptions to ensure that your filters are not factors in accurately interpreting situations.

The Master Keys

Here are the master keys to making superior evaluations:

1. Suspending judgment

2. Avoiding oversimplifications

3. Exploring underlying beliefs, emotions, feelings

4. Clarifying issues, conclusions, beliefs

5. Developing criteria for evaluation: clarifying values and standards

6. Evaluating the credibility of sources of information

7. Questioning deeply: raising and pursuing root or significant questions

8. Analyzing or evaluating arguments, interpretations, beliefs, or theories

9. Generating or assessing solutions

10. Listening critically

11. Asking clarifying questions

12. Comparing and contrasting

13. Distinguishing relevant from irrelevant facts

14. Exploring implications and consequences