开诚布公且明确地表述并分享你对一个人价值观、能力和技能的评价；倾听他们和其他人对你的描述如何反映；制订培训和测试计划；依据你观察到的表现来重估你的结论。要持续这么做。经过几个月的讨论和实地测试后，你和你的下属都将对他是什么样的人有很好的认识。时间长了，这种做法将帮助明确合适的岗位和适宜的训练，或者它将揭示出，这个人该让其另谋高就了。

Articulate your assessment of a person’s values, abilities, and skills up front and share it; listen to their and others’ responses to your description; organize a plan for training and testing; and reassess your conclusions based on the performance you observe. Do this on an ongoing basis. After several months of discussions and real-world tests, you and your report should both have a pretty good idea of what he or she is like. Over time this exercise will crystallize suitable roles and appropriate training or it will reveal that it’s time for the person to find a more appropriate job somewhere else.
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