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Great discoveries happen only if assessors are willing to suspend their skepticism at first, so that underdogs get a chance to show a spark of promise.
|
130 |
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…at the moments when assessors must decide on someone’s potential, listening for clues about what could go right can be as delicate as trying to pick up baby’s heartbeat through the muffled layers of heavy winter clothing.
|
152 |
 |
The dividing line between success and failure comes down to how well executives can manage their portfolio of guesses.
|
161 |
 |
High achievers’ desire to make a mark in the world is so intense that it usually trumps every other motivator.
|
186 |
 |
In corporate settings, most leadership development programs stretch participants a bit, but not too much. Dropout rates are low, by design.
|
192 |
 |
When big, shared goals take hold, it’s because they are seen to be working. People who join the team feel that they and their peers are accomplishing great things.
|
195 |
 |
Running a company well requires a lot of hard-nosed resolve.
|
234 |
 |
The best assessors in any field look at people differently… These judges all have the courage to focus on candidates’ underlying character and motivation, rather than sticking merely to classic measures of experience.
|
236 |
 |
The great unexpected discoveries happen only if assessors are willing to suspend their skepticism at first, so that the underdogs get a chance to show a spark of promise.
|
239 |
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The more you can learn about how people handle adversity, the more astutely you can judge them.
|
243 |
