Sat.Dec 15, 2012 - Fri.Dec 21, 2012

Strategy Driven

article thumbnail

Complimentary Resource – Get the Right People: 9 Questions for Getting the Best Hires

Strategy Driven

Get the Right People : 9 Questions for Getting the Best Hires. by SuccessFactors. When it comes to hiring, it’s all about quality, not quantity. Are you getting the best? The most important decision a company makes about employees is whether to hire them. Whether a company succeeds or fails ultimately depends on whether it hired the right people to effectively execute its strategies.

article thumbnail

Recommended Resources – Impatient Optimist

Strategy Driven

Impatient Optimist : Bill Gates in His Own Words. edited by Lisa Rogak. About the Reference. Impatient Optimist edited by Lisa Rogak reveals Bill Gates’ core beliefs about business in a way no other author has been able to achieve… because these insights come directly from Bill Gates himself. Lisa’s book systematically covers a wide range of topics from ‘Addiction to Technology’ to ‘Relinquishing Control’, from ‘Streamlining Business Processes̵

Insiders

Sign Up for our Newsletter

This site is protected by reCAPTCHA and the Google Privacy Policy and Terms of Service apply.

article thumbnail

Recommended Resources – The Complete Executive

Strategy Driven

The Complete Executive : The 10-Step System for Great Leadership Performance. by Karen Wright. About the Book. The Complete Executive : The 10-Step System for Great Leadership Performance by Karen Wright provides actionable insights to developing the habits and practices necessary to succeed in high-level leadership positions. Karen organized her insights into ten topical collections covering: Health and fitness.

article thumbnail

Organizational Accountability Warning Flag 3 – Artificial Retainer Driven Complacency

Strategy Driven

“The wheel that does the squeaking is the one that gets the grease.” Josh Billings (1818 – 1885). American humorist. It’s a natural human tendency to seek the path of least resistance. For executives, managers, and supervisors, this practice translates into assigning the difficult and emergent work activities to top performers, diverting work away from under-performers, and avoiding employee confrontations.