June 19, 2025

Group Evaluation

by Our content team

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In a recent Harvard Business Review article,[1] Melvin Sorcher and James Brant discussed the importance of thorough, objective assessment of potential leadership candidates. This model will help you to assess and select a successor from an internal pool of candidates.

In ‘Knowing What to Look For and How to Find it’,[2] Sorcher and Brant suggest assessing internal candidates using a group of observers, who have worked closely with the candidate over a period of time. This group of observers use an evaluation meeting to assess the candidate’s suitability by raising probing questions designed to eliminate false expectations and bias. Sorcher and Brant suggest using a framework of questions to ensure that the candidate is thoroughly discussed. The following examples illustrate the areas the leader may wish to explore with the group.

Communication

Do other employees accept the candidate’s views and opinions?
Do you find the candidate to be well thought of and respected by other members of senior management?
Do you think that the candidate adapts his tone depending on whom he is addressing and at what level?
Can you think of a time when the candidate has used their influencing skills to convince others of his/her ideas?
Can you think of a time when the candidate has come across as being rude rather than direct?

Problem-Solving

Do you think that the candidate is good at identifying problems before they occur? Give examples of this.
Do you find that the candidate possesses strong analytical skills?
Does the candidate approach problem-solving in a logical manner?
Can you give an example of a time when the candidate has displayed poor judgment?
Do you find the candidate capable of making sound decisions in situations which lack clarity/data?
Do you think that the candidate is decisive and able to make decisions without group back-up? Give an example of this.
Can you think of a time when the candidate has jumped into making a decision before thinking it through and has suffered adverse affects as a consequence?
Does the candidate take a long time to gather data before being able to reach a decision?
Do you think that the candidate has clear long-term organizational goals and objectives?
Is the candidate willing to accept change, and to try new ideas and opportunities?
Can you give me an example of a time when the candidate has adapted aims and objectives in advance of predicted future changes?

Team Leadership

Does the candidate have the ability to delegate the right amount/type/level of work to appropriate people?
Do you get the impression that the candidate feels threatened by those more successful or talented than him/herself?
Do you find him/her able to work effectively with those who are very different from him/herself in background, race or personality?
Does the candidate display a balance in the attention he/she shows towards all activities?
Are other team members open and honest with him/her?
Do you think that this candidate is able to put together a team which will work successfully together?
Is the candidate good at motivating other team members?

Integrity

Can you give me an example of a time when the candidate has distorted the truth, or not been wholly truthful?
Can you think of a time when the candidate has acknowledged that the credit he/she received for work was due to another colleague?
Can you think of an instance when the candidate has acted unethically or even illegally?
Do you think that the candidate knows his own mind and will stand by his guns regardless of the opinions of others?

References

Source: Melvin Sorcher, & James Brant, ‘Knowing What to Look for and How to Find it’, Harvard Business Review (February 2002) p 83.

[1] Melvin Sorcher & James Brant ‘Are You Picking the Right Leaders?’, Harvard Business Review, (February 2002), pp 78-85.

[2] Melvin Sorcher and James Brant, ‘Knowing What to Look for and How to Find it’, Harvard Business Review, (February 2002) p 83.