声音简介
Several years ago, in a major executive education program for over a thousand senior leaders from a variety of companies. I asked by survey this question:"Of all of the people that you hired or promoted into positions of (defined) responsibility in your company since you've had your current responsibility. what percentage of them turned out to be a superb choice?What percentage is performing adequately? And what percentage turned out to have been the wrong person for the job they were hired or promoted to do?” By their own reckoning about a third were superb choices; 40 percent were adequate choices; and about 25 percent turned out to be mistakes.
In other words, a typical manager gets it wrong a lot They may strive for zero-defect quality in manufacturing or services, but a 25-percent “defect”rate in picking the right people— what many consider their most important responsibility—is somehow considered acceptable.
如果找到有天赋的人是识别顶尖人才的好方法，为什么经常会看到在一家公司有成功记录的高管大张旗鼓地进入另一家公司，却很快因为失败被扫地出门？这说法显然有问题。事实证明，有些人天生就有天赋，只是需要被发现而已，这样的理论并不是商业成功的可靠预测。公司正在使用一系列看似合理的标准来筛选顶级候选人，但这一系列是错误的。
几年前，在一个针对来自不同公司的一千多名高管的大型教育项目中。我在调查中问了这样一个问题:“自从你担任目前的职位以来，你在公司中雇用或提拔到(规定的)岗位上的所有人中。其中有百分之多少被证明是极好的选择？表现良好的百分比是多少？有百分之多少的人被证明是不适合他们被雇佣或提升的工作的人？”根据他们自己的计算，大约三分之一是极好的选择；40%是良好的选择；大约25%被证明是错误的。
换句话说，一个典型的经理可能会犯很多错误，他们可能努力实现制造或服务的零缺陷质量，但在选择正确的人方面25%的“缺陷”率——许多人认为这是他们最重要的责任——在某种程度上被认为是可以接受的。
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