 |
Applying the principles of great performance in an organization is no easier than doing anything else in an organization. It’s hard. But in an increasingly competitive global economy, enterprises that want to survive and thrive will face little choice.
|
144 |
 |
Most organizations are not intellectually stimulating, even when the field itself might seem fascinating…
|
174 |
 |
…instead of furnishing structure and support… many organizations operate in a cover-your-ass culture that is mainly about avoiding blame.
|
175 |
 |
All sorts of new business opportunities are there to be seized. Organizations with the courage to hire great people and turn them loose will capture the rewards of a new era.
|
6 |
 |
If talent spotters want to create a great organization, they must aim higher.
|
10 |
 |
The best experts in any field constantly stretch their horizons so they can do something new.
|
58 |
 |
Only when organizations have the courage to make judgments about potential do the odds of landing an eventual superstar increase.
|
75 |
 |
The assessors who do the best job of sizing up such candidates are the ones whose own life experiences speak to the traits they are seeking.
|
85 |
 |
If assessors all felt comfortable drawing insights from their own lives… organizations’ ability to make sense of jagged résumés would be far more advanced than it is.
|
87 |
 |
In big organizations especially, the notion of hunting for talent in quirky ways evokes shudders. Formulaic conformity feels safer.
|
87 |
