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April 28 - June 18, 2020
When you interview, you have to create a full picture of the person in your mind based on things you can learn by probing them.
I’m talking about hands-on hiring.
The first things I look for are energy and enthusiasm for execution.
Is her life full of achievement and accomplishment?
Does she talk about the thrill of getting things done,
Does she detail the obst...
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outside candidate, I want to verify his past. It’s essential to talk directly to his references.
who spent his time pontificating and
not getting anything done.
how candidates performed in meeting their commitments—whether
How leaders meet their commitments is at least as important as whether they meet them and is often more important.
Meeting commitments the wrong way can sometimes have extreme consequences. Lucent
When the wrong people get rewarded, the whole organization loses.
If I sit down and tell this person she has a behavioral problem, that’s a confrontational discussion, and I don’t want to have that with her.
The People Process: Making the Link with Strategy and Operations
A robust people process does three things. It evaluates individuals accurately and in depth. It provides a framework for identifying and developing the leadership talent—at
This manager did not have enough bandwidth to run a total business.
but he was a technical professional, not a general manager.
How could the company have poured a quarter of a billion dollars into Indonesia without ensuring that its people knew how to run a business there?
He didn’t have a people process that yielded information about the man’s leadership qualities or business acumen.
Who are the people who are going to execute that strategy, and can they do
the right person and the right job is not always as clear-cut
The decision was a blow to the manager.
It’s not hard to identify the person who is wrong for a job because of his behavior.
to create the discipline of execution, changes in behavior are needed at even the highest levels.
Executives like Jones drain an organization of its energy, and prevent people from developing.
Leaders who fail to rein them in aren’t doing their jobs.
framework for determining the organization’s talent needs over time,
Deciding what to do about nonperformers.
near (0–2 years),
medium (2–5 years),
long ...
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Linking people, strategy, and operations
Strategy
Become the premier global provider of XYZ systems to a multiple class of customers.
Strategy Mil...
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Leadership Assessment Summary (Figure
The Leadership Assessment Summary gives an overview of those in the group who have high potential and those who are promotable;
The Continuous Improvement Summary (Figure 2)
succession depth and retention risk are the essence of talent planning and building a leadership pipeline of high-potential people.
retention risk analysis looks at a person’s marketability,
Succession depth analysis determines whether the company has enough high-potential people to fill key positions.
One is organizational inertia—keeping people in the same jobs for too long
other is moving people up too quickly
somethings at dotcom ...
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P&L responsibility,
situation that requires cost-cutting, resizing, negotiating with suppliers, and even repositioning the business.
management resource reviews
First,
he left the execution to others.
