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Most senior leaders that I have worked with believe that they are good at hiring.  They have their formula for interviewing candidates and a process that they are comfortable following to get from short list to offer.  Some are rigorous in using data from assessments and seek input from a wide range of stakeholders, while others rely on “gut” and may even subtly signal their disinterest in receiving challenging opinions or advice from others in the organization.  I’ve witnessed success and failure from both extremes, and many in between.  Does this mean that there really isn’t a way to improve the odds of successful hiring?

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Leadership And Latin

By Gary Rich on Mar. 27, 2012 in Leadership Bites


First a quick definition: managing and leading are not the same.  Managing is creating the infrastructure (systems and processes) to achieve organizational objectives. Leading is using one’s self as a catalyst for achieving organizational objectives.  Both are important to a company’s success.

Most successful executives start to differentiate themselves from the herd early in their careers by managing very effectively. It requires competence with the technical aspects of the business they operate in. Often the better we are at managing, the more frequently we are promoted and the more we are given to manage. Then comes that magical moment. The transition point where our ability to manage becomes less crucial and our ability to lead becomes the main thing.

So what?

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