Effective executives rarely suffer from the delusion that two mediocrities achieve as much as one good man. They have learned that, as a rule, two mediocrities achieve even less than one mediocrity—they just get in each other’s way. They accept that abilities must be specific to produce performance. They never talk of a “good man” but always about a man who is “good” for some one task. But in this one task, they search for strength and staff for excellence.
