This issue’s great advice comes from Abraham Lincoln, long considered one of America’s greatest leaders. Historian Doris Kearns Goodwin discussed Lincoln’s leadership acumen in a recent interview published in Harvard Business Review.
A Master Leader
Goodwin was adamant: “I can’t emphasize strongly enough… you’ve got to
surround yourself with people who can argue with you and question your
assumptions. It particularly helps if you can bring in people whose
temperaments differ from your own. Lincoln
surrounded himself with people, including his rivals, who had strong egos and
high ambitions; who felt free to question his authority; and who were unafraid
to argue with him.”
But Goodwin raises two important caveats. First, “…the idea is not just to put your
rivals in power – the point is that you must choose the best and most able
people in the country, for the good of the country.” Second, she reminds us of the inevitable
responsibility of leadership to move beyond stalemates of opinion, to be ready
to tell the team, “Like it or not, here’s what we’re doing.”
Healthy debate always makes for better decisions!
Other leaders heartily agree. James Burke (former CEO of Johnson & Johnson) described his own
leadership approach in the same way. He
confessed, “My style is to encourage controversy and encourage people to say
what they think.” Is that
important? Experts believe it is
ESSENTIAL! In the February, 2009 issue
of Harvard Business Review, author
and researcher Sidney Finkelstein identifies leadership bias as one of the most
significant factors in executive failure.
He shows how leaders too easily follow their biases and blind spots, and
why they need to surround themselves with competent, confident leaders who are
unafraid to argue and disagree with The Boss.
Hollywood mogul Sam Goldwyn
summarized it for all of us: “I don’t want to be surrounded by a bunch of
yes-men – I want people to tell me the truth, even if it costs them their job!”
The key: Surround yourself with a team of people who possess a diversity of skills and strengths, and thoughtfully weigh their ideas and input before you make your final decisions.
If you want more great ideas for better leadership and
management, check out the previous blogs and stay in touch for new material every week. Our promise to you is to keep providing
practical help to equip you for effective leadership and impact.
Until next time… Yours for better leaders and better organizations,
Dr. Jim Dyke – “The Boss Doctor” ™ helping you to BE a
better boss and to HAVE a better boss!
Talk with the warring parties separately before bringing them to the table.
This advice comes from Lee Price, a consultant and contributor at Monster.com: Talk with the warring parties separately before bringing them to the table.
She cautions leaders, “Not every little squabble requires
you to get involved. For everyday
friction that occurs at work, give people space to disagree and work things
out.” But that changes if a disagreement
becomes personal or begins to affect the work. That’s when it’s time for you to step in
and intervene.
The bad news is that conflict in the workplace is all too
common.
The good news is that conflict isn’t necessarily a bad thing.
Amy Gallo, author of the HBR
Guide to Managing Conflict at Work, says“The fact that people disagree isn’t a bad thing. It’s how
we manage conflict that can be damaging to productivity.”
The irony is, if you handle conflict well, you actually increase trust among team members, and create stronger bonds of loyalty and mutual
support! The tricky part is handling
conflict in a constructive way. [NOTE:
If you haven’t read it already, start with the blog from November 29, 2020—it will
be a good primer before you jump into this post!]
Follow these tips to help your direct reports mend their fences
and move forward more constructively.
The first step to finding peace: “Talk to both parties
separately,” says Lindred Greer, an assistant professor of organizational
behavior at Stanford University Graduate
School of Business.
Start with one-on-one conversations, and help each person tackle
the most important parts of resolving the conflict:
Clarifying
their own point-of-view
Understanding
their own emotions—what they are feeling as a result of the conflict
Seeing
the situation from the other person’s point-of-view
Anticipating
what the other person might be thinking and feeling
Thinking
ahead about what they want to say to the other person
Your job is two-fold:
First, to make sure you have a clear understanding of the situation—including
each person’s perspective; second, to make sure that each person feels
heard! Sometimes, conflict erupts
because people don’t feel they are being listened to! As a result, they also often feel
disrespected, disenfranchised, or even marginalized.
Amy Gallo says simply, “Just making someone feel heard can
help.”
Explore Difficult
Feelings with Careful Questions
People sometimes find it difficult to put into words exactly
what they are thinking and feeling—especially when the situation is surfacing upset
or anger! We have learned, for example,
that anger is a “covering” emotion that we experience when our true, deeper
emotions are too difficult or too uncomfortable to face. So…be prepared to guide the process of
introspection with careful “feeling” questions that help each person more
clearly identify the emotional issues involved.
For example… are they feeling angry, or are they
feeling…
Disrespected, dismissed, or devalued?
Ignored, rejected, or shunned?
Guilty or regretful?
Ashamed or embarrassed?
Helpless, vulnerable, or scared?
Betrayed, let down, or disappointed?
Abandoned or isolated?
Losses of some kind … e.g. possessions,
relationships, status?
Taken advantage of … taken for granted … or
unappreciated?
Treated unfairly?
Use Open-ended
Questions to Help Each Party Explore One Another’s Point-of-View
Think about…how the OTHER PERSON might be thinking…
One of the most helpful tactics in conflict resolution is shared
understanding—when the parties involved are able to gain insight into each
other’s point-of-view. This process is
more easily accomplished with questions designed to gently guide each person’s exploration
of empathy:
What do you guess she is thinking?
How might he be feeling about this?
What do you think is making her so upset?
How might you feel, if you were in his shoes
right now?
What else might be going on with her in this
situation?
The goal here is to foster mutual understanding, by helping
each party to consider other frames of reference and alternate viewpoints.
Help Them See How to
Succeed
Now your goal is to help each party see that they have the
power to resolve the conflict in a constructive way. Like many coaching issues, this is a
combination of gentle guidance and strong positive support. You can do this with more leading questions:
What do you think you could do to make this
situation better?
How might you approach the other person with
your concerns?
What do you think would help create better
understanding between you two?
What do you think would help to resolve this?
By asking the right questions, you’re helping each person
understand their own strong feelings; see the other party’s perspective; and identify
constructive steps they can take to address the situation.
Get Them Working
TOGETHER
It’s all about working TOGETHER!
Now encourage the two parties to meet privately and share
some of the helpful information they have conveyed to you separately. Impress on them your confidence in their
ability to work out their differences and resolve their issues on their
own. Step back and let them handle the
situation. Avoid being drawn into this
process as a mediator, unless they specifically ask you to be there.
Impress on each person the importance of the team vision;
the team’s success; and how team success is different than individual success—even
(arguably) more important and sometimes deserving of individual sacrifice or
deference! Help the two parties to see
how to stay focused on the work of team going forward—to work together
collaboratively instead of competitively.
How about YOU?? If
you have found the content in this blog helpful, keep in touch; keep reading; keep learning; and keep getting better as a leader!
Until next time… Yours for better
leaders and better organizations,
Dr. Jim Dyke – “The Boss Doctor” ™ helping you to BE a
better boss and to HAVE a better boss!
How does one explain the greatness of the Man whose birthday we celebrate each Christmas?
He was born in a stable, the child of a peasant woman.
He grew up in an obscure village.
He worked in the building trade until he was 30, and then became an itinerant preacher for three years.
He never went to college.
He never wrote a book.
He never held an office.
He never led an army.
He never owned a home.
He never had a family.
He never possessed great wealth, and…
He never traveled farther than 200 miles from the place where He was born.
He never accomplished any of the things that usually accompany greatness.
He had no credentials but Himself.
Although He spoke with great authority; taught with unusual wisdom; and was widely accepted by the people—the religious leaders of His day opposed Him.
While He was still a young man, the tide of popular opinion turned against Him. He was betrayed by a friend; abandoned by His associates; and turned over to His enemies.
He was falsely accused; endured the mockery of a trial; and was unjustly condemned to die.
He was crucified between two thieves, and while He was dying, His executioners gambled for the only piece of property He had on earth – His clothing.
When He was dead, He was buried in a borrowed grave through the pity of a friend.
Twenty wide centuries have come and gone, and today He is the central figure of the human race, and the cornerstone of world progress.
And all the armies that ever marched;
And all the navies that ever sailed;
And all the parliaments that ever sat;
And all the monarchs who ever reigned…put together…
…have not affected the life of humanity upon this earth as has that
He is tough on his staff!
He tells them, “I’m not trying to be arrogant or unresponsive. I care
immensely about the people who work for me, but I have a company to run. If you
want me to also do your job, don’t expect to be too thrilled with the outcome.”
Teach your people how to fish!
The strong message for leaders is simple: Your time as a
leader is too valuable to be focused on resolving every conflict that arises
between your subordinates. You must get
your warring team members into the same room with you where you can then teach them how to resolve their own
conflicts! This is a simple case of “Give
a man a fish and you feed him for a day; teach him how to fish, and you feed
him for a lifetime.” So if you want to
become more effective as a leader, stop wasting your time settling everyone
else’s conflicts. As much as possible, get
that monkey off your back by training your team members in basic, practical,
conflict resolution.
It takes TWO TO TANGO…plus YOU!
It sounds simple, doesn’t it? And yet, the problem of complaining team
members persists in every organization AND AT EVERY LEVEL. I’m amazed how many coaching scenarios
brought to me involve this very problem: a team member going to the boss to
complain about another team member or their team member’s direct report. It creates a colossal waste of time and
energy for everyone involved, ESPECIALLY the boss. Don’t let your team members do it to YOU —
use Thayer’s rule and start solving the problem at its root!
Up close and personal
One of my coaching clients presented this very scenario—a
fellow supervisor went to the boss they shared to complain about one of my
client’s subordinates. The boss
instructed my client to look into the situation. When my client talked to the people involved,
she found that the complaint was completely unfounded, and reported back to the
boss with that information. The problem
was, that the following week, her
colleague repeated her behavior by lodging another complaint with their boss
about another of my client’s direct reports.
I coached my client on how to approach the boss with the
suggestion that she direct the complaining supervisor to take the issue up directly with my client instead of
taking up the boss’s valuable time. I
also gave my client suggestions about how to confront her colleague about the
issue and recommend the same course of action to her for future concerns.
I had a hunch about this…
I also told my client that I suspected her colleague was
issuing these complaints as a way of distracting their boss from looking too
closely at the colleague’s performance.
I said, “I think your co-worker is over her head and failing in her
work. And I think she knows it, but she
doesn’t want her boss to know it.”
A few months later, the boss vacated her position. I coached my client, to enable her to
successfully promote into her boss’s old job.
And she discovered that I was right about her colleague (now her
subordinate). She ultimately demoted the
former colleague into a role that was a more successful fit for her skills and
her experience.
This kind of thing happens all the time, and in organizations everywhere.
But… what about conflicts between employees that are
just too difficult or too contentious? Admittedly,
there are times when you have to step in and become the referee. So… How do you do that effectively, but
fairly and compassionately? Stay tuned
to the next post and I’ll give you some helpful direction!
As always, stay connected with this blog and the
resources it provides. I promise to continue
to keep the content practical and relevant in
every post!
Until next time… Yours for better
leaders and better organizations,
Dr. Jim Dyke – “The Boss Doctor” ™ helping you to BE a
better boss and to HAVE a better boss!
This post’s great advice comes from Mike Vance, author of the book, Think Out of the Box. Vance worked for Disney back in the day (and when I say “he worked for Disney” I mean he worked for and with THE Walt Disney, himself). Walt taught Mike all about creativity and innovation. And Mike learned this principle of creativity firsthand: you cannot be creative in an environment that tolerates incompetence.
Your #1 job…is to help your people SUCCEED!
As a leader, you
must hold your people accountable for competent work. That is basic to everything you do as a
leader, manager, or supervisor. In my
training seminars, I tell my management students: Your #1
job as a manager is to help your people succeed. If your people are failing, then you are responsible to do something
about it!
Up Close and Personal
One of my own coaching clients is experiencing the frustration of staff members who are not performing adequately. At her level of responsibility, she simply cannot tolerate shabby performance. She raised the thorny question: What do I do when I can’t trust my own team members to do their jobs?
She only has two alternatives: to coach them to better performance, or to replace them.
Time to Coach!
She is more than willing to help them if she can. Her concern at this point is whether they even
have the potential to perform at a higher level. THAT IS THE DIFFICULT DECISION THAT EVERY
LEADER FACES. If you lack the confidence
that one of your team members is able to grow, develop, perform… then you only have
one option: to replace them!
What is best for the failing team member? It might be…
Reassignment
– to a different role or other tasks;
Transfer
– to a different team and a different team leader; or…
Termination
– to end the stress and pressure of an irredeemable situation.
Whatever the consequences, you must ACT.
If you allow incompetence in your ranks, EVERYONE
LOSES.
YOUR
TEAM loses because it will never perform at its best;
THE
ORGANIZATION loses because it will never receive the effective performance it
needs from your team; and
The
INCOMPETENT WORKER loses because they are “stuck” in failure mode.
If you are faced with incompetence in YOUR ranks, you
must take action!
If you want more great ideas for better leadership and
management, stay tuned to this blog—I promise to continue to share the kind of
insightful tips and practical tools that will keep you growing and developing
and…getting better!
Until next time… Yours for better leaders and better organizations,
Dr. Jim Dyke – “The Boss Doctor” ™ helping you to BE a
better boss and to HAVE a better boss!
There are only 2 Management Mindsets: TAKE YOUR MEDICINE and THE CALL TO GLORY
This post’s great advice comes from one of my own clients and friends, David Payne. His leadership efforts took a factory that was losing 3.6 million dollars a year and turned it into his company’s most profitable production center.
David’s predecessor was a hard-line manager who
exemplified the “take your medicine” approach to management and
leadership. His method for motivating
his workers was to threaten them with the loss of their jobs: “If you don’t get
production up, they’re going to close this factory.” This approach produced astonishing results:
the factory he managed went from a 3.6 million dollar annual profit to a 3.6
million dollar annual LOSS.
When David took the reins, morale was at an all-time low; there was a year’s worth of backlogged unfinished inventory; and discipline in the ranks was in shreds. He made a series of practical and strategic moves that got production moving again, and the factory was profitable within 18 months. At the heart of his leadership was his positive mindset: challenging people to give their best.
You must keep the communication lines open with your people!
To keep things moving forward, David supported his brand of positive leadership by finding creative ways to recognize and reward workers when they responded to the challenge: simple, but tangible expressions like a Bar-B-Que to celebrate fulfilling their first on-time production deadline; factory-wide meetings where David shared information and thanked them for their hard work and dedication; taking the factory maintenance cart out to the floor, to personally deliver ice-cold bottles of water to his hard-working employees during a heat-wave; and countless face-to-face handshakes and expressions of appreciation to individual workers during his twice-daily factory walk-throughs.
David’s constant and consistent message to his workers was positive and powerful: “You are the secret of our company’s success! Our competitors are afraid of you! They fear your skill, your hard work, and your commitment. They fear you because you have the ability to put them out of business, AND THEY KNOW IT.”
What is YOUR management mindset? How do you challenge YOUR team? What do YOU tell YOUR people? Do you tell them, “Take your medicine… do
your job because that’s what you’re getting paid for!” … or do they hear you
saying “You are the champions, the heroes of this organization – our customers
are counting on you, and I believe in you!”
If you want to be a successful leader like David Payne, keep tuned in to this blog—I’ll be sharing more valuable insights from other leaders like him—leaders who can show you the way to new levels of effectiveness and impact!
Until next time… Yours for better leaders and better organizations,
Dr. Jim Dyke – “The Boss Doctor” ™ helping you to BE a
better boss and to HAVE a better boss!
Hear all Sides; Get the True Facts; Let the Chips Fall Where They May
Get This RIGHT
This post’s great advice is a practical strategy for facing your toughest leadership challenges. Here’s Ed Johnson’s simple formula for solving problems; resolving conflict; and bringing closure to your worst mistakes and failures: HEAR ALL SIDES; GET THE TRUE FACTS; LET THE CHIPS FALL WHERE THEY MAY.
Take It From a PRO…
I met Ed early in my professional life. By that time, he was in retirement after a
successful career in banking (he built a small regional bank into a strong and
vigorous financial institution with billions of dollars in assets). He followed his own formula to deal with some
of the toughest challenges and failures of his career. The formula is a simple, but powerful check
on the biggest mistakes leaders make in dealing with tough problems and
contentious issues.
Up Close and Personal
In one organization I served, I once found myself angrily confronted by the CFO. He accused my staff of a serious abuse of protocol and threatened to remove vital privileges from my department in response. Admittedly, he was under tremendous pressure. (The organization was dangerously low on funds, and it was his job to juggle the resources and try to keep everything afloat.) But he was also reacting emotionally and trying to exert authority that didn’t belong to him.
I tried to stay calm, and told him simply, “I’ll look
into it, John. If my staff is at fault,
I will certainly deal with it and clean up the mess.” He stormed out of the room, still
fuming. I was determined to get to the
bottom of the issue, and restore my executive reputation if at all possible.
Follow the Formula
After a few short interviews with employees who were in
the know, I discovered the truth—it was personnel from another department who
were involved, NOT MINE. At the next
executive staff meeting, the CFO was the one with egg on his face and a
tarnished image. When the facts were
shared, he sat there looking foolish—deflated and defeated. The next thing we knew, he was taking a
(recommended) leave, to step away from his role and try to deal with his
emotional exhaustion.
This Will Save You From Even Bigger Mistakes
If you’re wise, you will follow Ed Johnson’s simple
advice, and avoid even worse mistakes.
It’s a simple formula, but it does require a little effort…and a
little care.
HEAR ALL SIDES
Get everyone’s version of the story. It’s important. It means you’re going to have to be patient
and do a lot of listening. That’s how
you determine what really happened. It’s
also how you send the strong message that everyone in your organization has
value – no matter where they are in the organizational hierarchy. People will learn quickly that you don’t play
favorites.
GET THE TRUE FACTS
Isn’t it funny how quickly the facts get distorted when
the stakes are high, and everyone is trying hard to shift the blame? Don’t stop until you have a clear picture of
what REALLY happened. Jump to
conclusions too quickly, and you will fail to find the right solution and even
worse: you will alienate the innocent in the process.
LET THE CHIPS FALL WHERE THEY MAY
Let the appropriate people be held accountable for what
happened – especially if one of those people is YOU! There is nothing more helpful, inspiring, and
endearing to a team than a leader who is willing to humbly admit their own mistakes. Be one of those leaders.
Follow this formula, and you will…
solve problems more effectively;
develop a stronger, smarter, more loyal team;
and
earn the respect of your people, your
colleagues, and higher ups.
If you want more great ideas for better leadership and
management, stay in touch with this blog—I promise to keep sharing practical ways
you can improve your leadership and become more effective in your role.
Yours for better leaders… and better organizations,
Dr. Jim Dyke – The Boss DoctorTM – Helping you to BE a better boss and to HAVE a better boss!
This post’s word of advice is simple, but powerful—ASK FOR HELP. Susan J. Ashford is the associate dean for leadership programming and the executive MBA program at the University of Michigan’s Stephen M. Ross School of Business in Ann Arbor. She reminds us, “Confident people ask for help all the time. They call it getting input.” But doesn’t that send the wrong message to followers… that their leader is unsure, insecure, or incompetent? On the contrary, Ashford argues, “people who don’t see anything shameful about asking for help tend NOT to create anxiety in others.”
It’s an Invitation to Your Team to Participate
When middle managers ask their team members for help,
their request is often received as an invitation to participate in important
leadership functions: planning, evaluation, problem-solving, and
decision-making. That involvement
creates instant ownership and engagement in team members — powerful incentives
for enthusiastic participation and high performance!
Be a little VULNERABLE… It’s OK
Take note: don’t simply view this as a contrivance of
motivation! Give yourself genuine
permission to be human and not have all the answers. Then be wise enough to reach out for
help. Get feedback from colleagues who
know their stuff. Check in with your
mentors. Go outside your organization to
other professionals in your network who can offer information, wisdom, and
perspective.
What If You’re the CEO???
Stephen J. Socolof is a founder and managing partner of New Venture Partners, a global venture capital firm. His advice to CEO’s is pretty straightforward: make it a practice to ask for help and advice from mentors and other experienced people, especially contacts outside the organization. He says, “A CEO should always have an active network like that, whether formal or informal.” He also advises CEO’s to regularly ask for help from their board. He explains, “Maintaining open communication during tough times takes courage, but boards really appreciate it. They want CEOs to get them involved and keep them informed. They definitely don’t want to hear about important things indirectly. That only raises their concerns about the CEO.” The key here is simple: Don’t try to be the Hero and have all the answers. The reality is that you aren’t and you don’t!
If you want more great ideas for better leadership and management, STAY TUNED TO THIS BLOG! Every post will add to your knowledge, wisdom, and skill. That will make you effective and valuable!
Until next time – yours for better leaders and better organizations,
Dr. Jim Dyke – “The Boss Doctor” – helping you to BE a better boss, and HAVE a better boss!
Never Bring a Problem to Your Boss Without Also Bringing a Solution
This post’s word of advice comes from R. Dixon Thayer, an executive advisor to Bryan Park Capital in New York and CEO of ab3 Resources, a strategic consulting and investment firm based in Unionville, Pennsylvania. It’s one of his Rules for Boss Engagement. (BTW, I’ll be sharing more gems from Thayer in future posts… stay tuned!)
This particular rule is easy to understand if you take
the boss’s perspective.
Think Like a Boss
A very famous boss – Napoleon Bonaparte – once confronted
his staff of Generals with this straightforward charge: Don’t bring me problems. I have
enough problems of my own! Bring me
SOLUTIONS!!!!”
It’s a variation of the adage, “Your number one job is to
make your boss look good.” Granted, that
may sound a bit boss-centered in this current era of teams, but it’s always a
good thing for YOU when you help your boss succeed—it’s a win/win thing… good
for your boss AND good for YOU.
Don’t Just Dump Problems on Your Boss
It’s all about bringing benefit and value to your team,
your boss, and your organization. A lot
of people in the workplace have a very different view. They push problem-solving UP the ladder. Their philosophy is “It’s the boss’s job to
solve problems around here… not mine. I
don’t get paid to do that.” In the
current economy, that’s the kind of thinking that will get a worker weeded out
during the next down-sizing.
I recommend that you do better than that.
Show the Boss What You’re Made Of!
I suggest that you take some initiative; do some hard
thinking; go the extra mile; and make your boss’s life a little easier–bring a
solution along with the problem. Nine
times out of ten your boss is likely to invoke the Jean-Luc Piccard response
and tell you: MAKE IT SO.
Even better…bring THREE SOLUTIONS… that way, your
Boss has choices, and doesn’t feel backed into a corner.
3 Is Better Than 1
One of my hard-working, intelligent executive coaching clients
was becoming increasingly discouraged and stressed out by the unrealistic
workload his team was asked to service. He
came to me with a common coaching question:
What can I do????
We brainstormed three possible solutions for his boss to
choose from:
Add
head count to the team by hiring an additional full-time employee
Pay
for a temp for the team—to take on some of the load
Off-load
some of the work to another team (with suggestions about what part of the work to
off-load and which team would be best positioned to take it on).
His boss didn’t like having to add to the budget (most bosses don’t like that either!) so he gave my client permission to give some of the work to another team. PROBLEM SOLVED!
What About YOU, Boss????
When YOU are the boss, don’t let your team members off
the hook when they bring problems to YOU.
Challenge them to take some initiative and recommend a solution. You can always be the safety net and apply
good judgment to their ideas and weed out any impractical or unworkable
suggestions they bring to you. But
there’s always a chance they will come up with a real gem, and save you lots of
time and hassle as a result. They will
also be a lot more committed to making the solution a success because it was
THEIR idea. Good for them. Good for YOU.
Good for THE WHOLE ORGANIZATION!
See You Next Post
If you want more great advice from successful CEO’s, stay
tuned for future posts.
Until next time—Yours for better leaders… and better
organizations,
Dr. Jim Dyke – The “Boss Doctor”TM – Helping you
to BE a better boss, and to HAVE a better boss!
The key here is DIVERSITY with COMPLEMENTATION. If you want a successful circus, you’ll need
more than clowns. You’ll need the whole
team of performers, concessionaires, ticket-takers, elephant trainers, rowdies,
and midway workers. If you want a
successful team, you’ll need to recruit people with a range of backgrounds,
experience, training, skills, strengths, talents, and points-of-view –
including those DIFFERENT THAN YOURS.
The temptation for most team leaders is to hire people just like themselves—people who are easy to accept, understand, relate to, and lead. That would be a mistake. Great leaders complement themselves with teams that bring strength where they are weak, and add new ways of thinking and seeing. Building a diverse team sounds easy, but you won’t be able to pull it off without one essential personal quality—you must possess healthy self-awareness… you must know yourself well!
Start Here: Know Thyself!
Goffee and Jones (writing in Harvard Business Review way
back in 2001) said that self-awareness is essential for effective
leadership. If you don’t have it, you
will never be able to lead other people.
Joan Magretta maintains that it guarantees the success of your
team! In her book, What Management Is, she states that the hiring manager’s level of
self-awareness is the greatest single predictor of a new hire’s success!
So… know who you are, and who you are NOT, and build a
team that will complement you with the things you DON’T bring to the table.
Thanks for reading! And stay tuned for more great advice from more great CEO’s!
Yours for better LEADERS and better ORGANIZATIONS!
