Praise for Great People Decisions"Fernandez-Araoz has captured the essence of building great teamswith a masterful and entirely practical study of what goes intogetting people selection right."JACK WELCH"Fernandez-Araoz does a great service with this wonderful book,teaching us how to accomplish the first task of any exceptionalleader: get the right people on the bus, and into the right seats.His enduring passion, deep practical experience, and analyticalmethods make his approach refreshing and powerful." JIM COLLINS, bestselling author of Good to Great"No matter your business or product, your service or strategy, it'sall done with people. Great results only come when great peoplefill the right roles. In Great People Decisions, Fernandez-Araozclears away the fog of myth and fad that has long clouded peopledecisions, bringing passion, sound experience, and wisdom to theseall-important questions."DANIEL GOLEMAN, bestselling author of Emotional Intelligence andSocial Intelligence"Great People Decisions is a groundbreaking, myth-busting, andstandard-setting work. To prepare yourself for the dramaticworkforce changes that are expected in the next decade, the firstthing you should do is read this book. The second thing you shoulddo is put Fernandez-Araoz's advice into practiceimmediately."JIM KOUZES, bestselling coauthor of The Leadership Challenge andA Leader's Legacy"Too many people say 'people are our most important assets' butthen don't act on it. In this important and eloquent book,Fernandez-Araoz provides compelling evidence for why making greatpeople decisions is essential for anyone who aspires to become agreat leader or build a great company. If you follow the sageadvice he offers in this book, you are sure to make great peopledecisions."NITIN NOHRIA, Senior Associate Dean of Faculty Development,Harvard Business School, and coauthor of Paths to Power and InTheir Time
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About the Author
Claudio Fernandez Araoz is a partner and member of the global executive committee in the leading executive search firm Egon Zehnder International, where he has spent more than twenty years filling executive positions in major businesses throughout the world. He holds an MBA from Stanford and has previously worked for McKinsey & Company. His bestselling articles have been published in leading business publications, including the Harvard Business Review and the MIT Sloan Management Review.
Table of Contents
Introduction. The make-or-break choice.
Chapter 1. Great people decisions: a resource for you. .
Chapter 2. Great people decisions: a resource for yourorganization.
Chapter 3. Why great people decisions are so hard.
Chapter 4. Knowing when a change is needed.
Chapter 5. What to look for.
Chapter 6. Where to look: inside and out.
Chapter 7. How to appraise people.
Chapter 8. How to attract and motivate the best people.
Chapter 9. How to integrate the best people.
Chapter 10. The bigger picture.
Appendix A. The Value of Investing in People Decisions.
Appendix B. Selected Bibliography on Assessment Methods.