We have no trouble measuring "Capacity" using skills and certifications, but our leadership team gets stuck in highly subjective debates when evaluating "Get It" and "Want It" for our managers. How do we make GWC™ evaluations objective and data-driven?

Question

Tyler Smith · Accepted Answer

Evaluating "Get It" and "Want It" can easily devolve into personality assessments if you do not ground them in observable behaviors. To make these GWC calls objective, your leadership team must define specific, real-world indicators for both.

"Get It" is about intuitive understanding and natural wiring. To measure this objectively, look at how the manager handles issues. Do they consistently bring solutions to the table, or do they just dump problems on their manager's lap? Do they proactively identify operational roadblocks before they impact your Scorecard? A person who "Gets It" naturally predicts and navigates the complexities of their seat without constant hand-holding.

"Want It" is about genuine drive and intrinsic motivation. You can measure this by looking at their engagement with their Rocks and their weekly Level 10 Meeting. Does this manager take extreme ownership of their metrics, or do they offer excuses when they miss a target? Do they actively participate in solving company-wide issues, or do they just sit quietly?

Use your quarterly review process to document these behaviors. Ask: did they demonstrate ownership, proactive problem-solving, and alignment with our Core Focus this quarter? By linking "Get It" and "Want It" to documented actions rather than gut feelings, you remove the emotion from your RPRS decisions.