|
|
The Rare Find:
If the organization’s message is especially inspiring, remarkable people will clamor for the chance to do even the hardest, most poorly supported tasks.
|
194 |
|
|
The Rare Find:
Rallying other people to become part of a movement is as delicate as can be. Push too hard on save-the-world imagery, without enough substance to back it up, and everything collapses into self-parody.
|
195 |
|
|
The Rare Find:
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 |
|
|
The Rare Find:
Even the occasional stumble isn’t really a mistake; it’s a low-cost lesson in how to pick better next time. But when an organization’s destiny hinges on a single hire, everything changes.
|
199 |
|
|
The Rare Find:
The financial risks of a blunder are alarming; the reputational risks even worse. Knowing when to say no becomes crucial.
|
199 |
|
|
The Rare Find:
Pick the wrong person [for CEO], and the penalties include a skidding stock price, vanishing customers, tattered brand reputations, and intense employee criticism.
|
200 |
|
|
The Rare Find:
Organizations foolishly talk themselves into hiring people with great talent, but not the right talent.
|
200 |
|
|
The Rare Find:
Anyone prospecting for jagged résumés and talent that whispers needs courage to press ahead in the face of public indifference or disdain.
|
201 |
|
|
The Rare Find:
When talent that shouts is in play… runaway optimism is more likely to translate into recklessness than a rare discovery.
|
201 |
|
|
The Rare Find:
…you can’t take motivation for granted, even when the job pays $30 million.
|
212 |
