|
|
The Rare Find:
Knowing what to do when a jagged-résumé candidate enters the picture is the single biggest differentiator between leaders with a gift for picking winners – and those who keep wrong-footing themselves.
|
60 |
|
|
The Rare Find:
…it’s customary to draw up a list of all the desired traits that a winning candidate should have… these specifications sometimes become so long and lofty that they verge on absurdity.
|
61 |
|
|
The Rare Find:
…leaders are looking for people uniquely right for the job at hand. It doesn’t matter how ill suited such a person might be for something else.
|
63 |
|
|
The Rare Find:
In the corporate world, plenty of people have tried to stretch in some direction that hasn’t worked out. Some of those setbacks turn out to be hidden strengths, rather than shortcomings.
|
69 |
|
|
The Rare Find:
There’s something about having been snubbed early that propels certain people to greater success, no matter how much they achieve.
|
69 |
|
|
The Rare Find:
…individual careers can benefit from the gritty work required to recover from a career stumble.
|
69 |
|
|
The Rare Find:
Solving the talent puzzle means looking for exactly the right ethos that’s vital for a particular job – rather than trying to match candidates to a long list of universal virtues…
|
72 |
|
|
The Rare Find:
Sizing up a candidate’s capacity to learn and grow is usually the hardest part of an assessment. Some organizations don’t even try to hazard a guess.
|
75 |
|
|
The Rare Find:
Only when organizations have the courage to make judgments about potential do the odds of landing an eventual superstar increase.
|
75 |
|
|
The Rare Find:
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 |
