Getting The Right People

Getting the People Equation Right outlines a proven formula for making good people decisions and avoiding hiring mistakes-a practical method for getting the right people in the right jobs and keeping them. Getting the People Equation Right shows the reader how to identify strong performance potential: people who can both do the job and who have the traits and qualities needed to excel in the job. Readers learn how to discover why current top performers perform so well and how to use that understanding to hire other top performers. The author provides intriguing insight into counter-productive job behaviors such as being harsh, authoritarian, dogmatic, permissive, inflexible or dominating. The author also shows how to identify these counter-productive behaviors in people before you hire them. Getting the People Equation Right examines five simple but powerful management practices that great managers use to retain top talent. In short, Getting the People Equation Right offers readers a practical method for getting the right people in the right jobs, together with concrete management practices that help managers retain top talent and build great places to work.

From the creator of the popular website Ask a Manager and New York’s work-advice columnist comes a witty, practical guide to 200 difficult professional conversations—featuring all-new advice! There’s a reason Alison Green has been called “the Dear Abby of the work world.” Ten years as a workplace-advice columnist have taught her that people avoid awkward conversations in the office because they simply don’t know what to say. Thankfully, Green does—and in this incredibly helpful book, she tackles the tough discussions you may need to have during your career. You’ll learn what to say when • coworkers push their work on you—then take credit for it • you accidentally trash-talk someone in an email then hit “reply all” • you’re being micromanaged—or not being managed at all • you catch a colleague in a lie • your boss seems unhappy with your work • your cubemate’s loud speakerphone is making you homicidal • you got drunk at the holiday party Praise for Ask a Manager “A must-read for anyone who works . . . [Alison Green’s] advice boils down to the idea that you should be professional (even when others are not) and that communicating in a straightforward manner with candor and kindness will get you far, no matter where you work.”—Booklist (starred review) “The author’s friendly, warm, no-nonsense writing is a pleasure to read, and her advice can be widely applied to relationships in all areas of readers’ lives. Ideal for anyone new to the job market or new to management, or anyone hoping to improve their work experience.”—Library Journal (starred review) “I am a huge fan of Alison Green’s Ask a Manager column. This book is even better. It teaches us how to deal with many of the most vexing big and little problems in our workplaces—and to do so with grace, confidence, and a sense of humor.”—Robert Sutton, Stanford professor and author of The No Asshole Rule and The Asshole Survival Guide “Ask a Manager is the ultimate playbook for navigating the traditional workforce in a diplomatic but firm way.”—Erin Lowry, author of Broke Millennial: Stop Scraping By and Get Your Financial Life Together

Can a good company become a great one and, if so, how?After a five-year research project, Collins concludes that good to great can and does happen. In this book, he uncovers the underlying variables that enable any type of organization to

The best leaders not only lead well but also reflect on their leadership long enough and thoughtfully enough to articulate the philosophies that cause them to do so. Whether serving in the marketplace or in ministry, as executives or rank-and-file employees, as salaried staff or volunteer servants, good leaders can pinpoint the rationale for their actions and decisions with the ease of reciting their home address. In Axiom: author Bill Hybels divulges the God-given convictions that have dictated his leadership strategy for more than three decades as senior pastor of Willow Creek Community Church. Oriented toward four key leadership categories ... 1. Vision and strategy ('Promote Shameless Profitability, ' 'Take a Flyer') 2. Teamwork and communication ('Obi-Wan Kenobi Isn't for Hire, ' 'Disagree without Drawing Blood') 3. Activity and assessment ('Develop a Mole System, ' 'Sweat the Small Stuff') 4. Personal integrity ('Admit Mistakes, and Your Stock Goes Up, ' 'Fight for Your Family') ...Axiom brokers accessible wisdom from one leader's journey, as well as emboldens you to nail down the reasons why you lead like you lead.

In this instant New York Times Bestseller, Geoff Smart and Randy Street provide a simple, practical, and effective solution to what The Economist calls “the single biggest problem in business today”: unsuccessful hiring. The average hiring mistake costs a company $1.5 million or more a year and countless wasted hours. This statistic becomes even more startling when you consider that the typical hiring success rate of managers is only 50 percent. The silver lining is that “who” problems are easily preventable. Based on more than 1,300 hours of interviews with more than 20 billionaires and 300 CEOs, Who presents Smart and Street’s A Method for Hiring. Refined through the largest research study of its kind ever undertaken, the A Method stresses fundamental elements that anyone can implement–and it has a 90 percent success rate. Whether you’re a member of a board of directors looking for a new CEO, the owner of a small business searching for the right people to make your company grow, or a parent in need of a new babysitter, it’s all about Who. Inside you’ll learn how to • avoid common “voodoo hiring” methods • define the outcomes you seek • generate a flow of A Players to your team–by implementing the #1 tactic used by successful businesspeople • ask the right interview questions to dramatically improve your ability to quickly distinguish an A Player from a B or C candidate • attract the person you want to hire, by emphasizing the points the candidate cares about most In business, you are who you hire. In Who, Geoff Smart and Randy Street offer simple, easy-to-follow steps that will put the right people in place for optimal success.

Imagine what your company can achieve when every employee makes significant contributions, strife is transformed into positive energy, and your employees inspire strong customer loyalty. Getting the right people on the bus is only the beginning... The Good Bus is compact, readable leadership primer that begins with Jim Collins's concept of getting the right people on your bus. Corliss expands on this basic principle, showing how great leadership only BEGINS with hiring smart - it also includes: -job fit (making sure the right people are in the right seats on the bus), -aligning individual goals with organization purpose (heading to the same destination), -having fun (singing "Kumbaya"). Each step of the way, Corliss gives practical advice about human resource management. Creating a winning team and strong corporate culture isn't rocket science. It's just common sense: Leaders must be excellent people managers, and they have to comprehend how their own behaviors affect their business.

Peter Cappelli confronts the myth of the skills gap and provides an actionable path forward to put people back to work. Even in a time of perilously high unemployment, companies contend that they cannot find the employees they need. Pointing to a skills gap, employers argue applicants are simply not qualified; schools aren't preparing students for jobs; the government isn't letting in enough high-skill immigrants; and even when the match is right, prospective employees won't accept jobs at the wages offered. In this powerful and fast-reading book, Peter Cappelli, Wharton management professor and director of Wharton's Center for Human Resources, debunks the arguments and exposes the real reasons good people can't get hired. Drawing on jobs data, anecdotes from all sides of the employer-employee divide, and interviews with jobs professionals, he explores the paradoxical forces bearing down on the American workplace and lays out solutions that can help us break through what has become a crippling employer-employee stand-off. Among the questions he confronts: Is there really a skills gap? To what extent is the hiring process being held hostage by automated software that can crunch thousands of applications an hour? What kind of training could best bridge the gap between employer expectations and applicant realities, and who should foot the bill for it? Are schools really at fault? Named one of HR Magazine's Top 20 Most Influential Thinkers of 2011, Cappelli not only changes the way we think about hiring but points the way forward to rev America's job engine again.

High Growth Handbook is the playbook for growing your startup into a global brand. Global technology executive, serial entrepreneur, and angel investor Elad Gil has worked with high-growth tech companies including Airbnb, Twitter, Google, Stripe, and Square as they’ve grown from small companies into global enterprises. Across all of these breakout companies, Gil has identified a set of common patterns and created an accessible playbook for scaling high-growth startups, which he has now codified in High Growth Handbook. In this definitive guide, Gil covers key topics, including: · The role of the CEO · Managing a board · Recruiting and overseeing an executive team · Mergers and acquisitions · Initial public offerings · Late-stage funding. Informed by interviews with some of the biggest names in Silicon Valley, including Reid Hoffman (LinkedIn), Marc Andreessen (Andreessen Horowitz), and Aaron Levie (Box), High Growth Handbook presents crystal-clear guidance for navigating the most complex challenges that confront leaders and operators in high-growth startups.