 |
For smaller organizations – especially those with limited spending power – sheer economics may force them to concentrate on the long tail of talent.
|
134 |
 |
[Smaller organizations] need to adopt more of a guerilla strategy, picking up nonobvious talent that larger rivals can’t be bothered to pursue. And sometimes, that can work out quite well.
|
134 |
 |
For bosses… it’s not enough to discover talent that shouts. That much is easy. The great challenges come later, once such people are on the payroll.
|
185 |
 |
If events don’t play out as planned, talent that shouts can turn impatient, selfish, or frustrated. After too many such failures, some leaders retreat. They would rather surround themselves with amiable plodders…
|
185 |
 |
Great talent is no substitute for the right talent. Glistening résumés have been caught up in some of the bitterest leadership failures.
|
187 |
 |
…the more prominent a talent hunt may be, the easier it is for selectors to lose track of what they really need.
|
187 |
 |
The hard-nosed leadership program pinpoints candidates with the talent, skill – and adaptability – to make the jump.
|
194 |
 |
Talent flocks to organizations that can sustain a strong sense of purpose.
|
194 |
 |
Organizations foolishly talk themselves into hiring people with great talent, but not the right talent.
|
200 |
 |
Anyone prospecting for jagged résumés and talent that whispers needs courage to press ahead in the face of public indifference or disdain.
|
201 |
