Picking People: Systematically Matching Strengths with Opportunities




No one can guarantee the performance of a manager or executive appointed to a new position.Indeed, if the reports and surveys we are constantly bombarded with are correct, we can safely say most executives make poor promotion and staffing decisions.By all accounts, about one-third turn out to be right, one-third are marginally effective, and one-third are colossal blunders.Peter F. Drucker repeatedly said:In no other area of management would we put up with such miserable performance (as we do in...
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