Hiring For Attitude Quotes

You don’t hire for skills, you hire for attitude. You can always teach skills.

There are only two ways to influence human behavior: you can manipulate it or you can inspire it. Very few people or companies can clearly articulate WHY they do WHAT they do. By WHY I mean your purpose, cause or belief - WHY does your company exist? WHY do you get out of bed every morning? And WHY should anyone care? People don’t buy WHAT you do, they buy WHY you do it. We are drawn to leaders and organizations that are good at communicating what they believe. Their ability to make us feel like we belong, to make us feel special, safe and not alone is part of what gives them the ability to inspire us. For values or guiding principles to be truly effective they have to be verbs. It’s not “integrity,” it’s “always do the right thing.” It’s not “innovation,” it’s “look at the problem from a different angle.” Articulating our values as verbs gives us a clear idea - we have a clear idea of how to act in any situation. Happy employees ensure happy customers. And happy customers ensure happy shareholders—in that order. Leading is not the same as being the leader. Being the leader means you hold the highest rank, either by earning it, good fortune or navigating internal politics. Leading, however, means that others willingly follow you—not because they have to, not because they are paid to, but because they want to. You don’t hire for skills, you hire for attitude. You can always teach skills. Great companies don’t hire skilled people and motivate them, they hire already motivated people and inspire them. People are either motivated or they are not. Unless you give motivated people something to believe in, something bigger than their job to work toward, they will motivate themselves to find a new job and you’ll be stuck with whoever’s left. Trust is maintained when values and beliefs are actively managed. If companies do not actively work to keep clarity, discipline and consistency in balance, then trust starts to break down. All organizations start with WHY, but only the great ones keep their WHY clear year after year.

A pretty girl with butterfly clips in her dreadlocks put her hand on his arm. “You were amazing,” she told him, her voice fluting. “You have the reflexes of a striking snake. You should be a stuntman. Really, with your cheekbones, you should be an actor. A lot of people are looking for someone as pretty as you who’d do his own stunts.” Alec threw Magnus a terrified and beseeching look. Magnus took pity on him, putting a hand on the small of Alec’s back and leaning against him. His attitude and the glance he shot at the girl clearly communicated my date. “No offence,” said the girl, rapidly removing her hand so she could dig in her bag. “Let me give you my card. I work in a talent agency. You could be a star.” “He’s foreign,” Magnus told the girl. “He doesn’t have a social security number. You can’t hire him.” The girl regarded Alec’s bowed head wistfully. “That’s a shame. He could be huge. Those eyes!” “I realize he’s a knockout,” Magnus said. “But I am afraid I have to whisk him away. He is wanted by Interpol.” Alec shot him a strange look. “Interpol?” Magnus shrugged. “Knockout?” Alec said. Magnus raised an eyebrow at him. “You had to know I thought so. Why else would I agree to go on a date with you?

If you have an employee with a great attitude but no training or skills versus one with a poor attitude with some education or training. Take the employee with the great attitude for they can be trained. Poor attitude is like a tumor. It can spread. Attitude is harder to change than someone's skills level. - Strong by Kailin Gow on Hiring Good People and Casting Good People

I hired you for your attitude, and so far I’m pretty happy with my decision. But I’m not sure I can work with you until I’ve fucked this attraction out of my system.

You don't hire for skills, you hire for attitude. You can always teach skills.

A good attitude is worth as much or more than any skill or talent. In hiring, people with good attitudes should be prioritized.

It is worth saying something about the social position of beggars, for when one has consorted with them, and found that they are ordinary human beings, one cannot help being struck by the curious attitude that society takes towards them. People seem to feel that there is some essential difference between beggars and ordinary 'working' men. They are a race apart--outcasts, like criminals and prostitutes. Working men 'work', beggars do not 'work'; they are parasites, worthless in their very nature. It is taken for granted that a beggar does not 'earn' his living, as a bricklayer or a literary critic 'earns' his. He is a mere social excrescence, tolerated because we live in a humane age, but essentially despicable. Yet if one looks closely one sees that there is no ESSENTIAL difference between a beggar's livelihood and that of numberless respectable people. Beggars do not work, it is said; but, then, what is WORK? A navvy works by swinging a pick. An accountant works by adding up figures. A beggar works by standing out of doors in all weathers and getting varicose veins, chronic bronchitis, etc. It is a trade like any other; quite useless, of course--but, then, many reputable trades are quite useless. And as a social type a beggar compares well with scores of others. He is honest compared with the sellers of most patent medicines, high-minded compared with a Sunday newspaper proprietor, amiable compared with a hire-purchase tout--in short, a parasite, but a fairly harmless parasite. He seldom extracts more than a bare living from the community, and, what should justify him according to our ethical ideas, he pays for it over and over in suffering. I do not think there is anything about a beggar that sets him in a different class from other people, or gives most modern men the right to despise him. Then the question arises, Why are beggars despised?--for they are despised, universally. I believe it is for the simple reason that they fail to earn a decent living. In practice nobody cares whether work is useful or useless, productive or parasitic; the sole thing demanded is that it shall be profitable. In all the modem talk about energy, efficiency, social service and the rest of it, what meaning is there except 'Get money, get it legally, and get a lot of it'? Money has become the grand test of virtue. By this test beggars fail, and for this they are despised. If one could earn even ten pounds a week at begging, it would become a respectable profession immediately. A beggar, looked at realistically, is simply a businessman, getting his living, like other businessmen, in the way that comes to hand. He has not, more than most modem people, sold his honour; he has merely made the mistake of choosing a trade at which it is impossible to grow rich.

When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant.

Don't hire someone who has a bad attitude. One persons bad attitude can wreak psychological havoc on a team of employees.

Although self-reported endorsement of sexist attitudes didn’t predict hiring bias, self-reported objectivity in decision making did.

Failure is a great teacher; but never insist on hiring one for yourself. Learn vicariously from others' teachers.

As Herb Kelleher famously said, “You don’t hire for skills, you hire for attitude. You can always teach skills.

Beware of relying solely on a resume to hire; skills can be taught. What cannot be taught is a great “can do” attitude.

When hiring or promoting, Musk made a point of prioritizing attitude over résumé skills. And his definition of a good attitude was a desire to work maniacally hard.

And above all, what a strange attitude that actually is, when we no longer find Christian service worthwhile if the denarius of salvation may be obtained even without it! It seems as if we want to be rewarded, not just with our own salvation, but most especially with other people's damnation - just like the workers hired in the first hour. That is very human, but the Lord's parable is particularly meant to make us quite aware of how profoundly un-Christian it is at the same time. Anyone who looks on the loss of salvation for others as the condition, as it were, on which he serves Christ will in the end only be able to turn away grumbling, because THAT kind of reward is contrary to the loving-kindness of God. -What It Means To Be A Christian

When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle. The only rules are the ones dictated by the laws of physics. Everything else is a recommendation.

Your thoughts become your attitudes, which become your actions, which become your behavior, which become your habits, which become your lifestyle, and inevitably determine your outcomes. Utilize this circular truth by using positive thoughts to create positive outcomes. It is a choice you get to make every day. Choose wisely.

you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle. The only rules are the ones dictated by the laws of physics. Everything else is a recommendation. On the assembly line

for five hours. When he finally got in to see Musk at 8 p.m., Dontchev took the opportunity to unload about how his gung-ho approach wasn’t valued at Boeing. When hiring or promoting, Musk made a point of prioritizing attitude over résumé skills. And his definition of a good attitude was a desire to work maniacally hard. Musk hired Dontchev on the spot.

...[One] of the paradoxes of experience is that, in spite of...historical evidence, it is precisely the minority groups that have frequently furnished the most vocal and numerous advocates of fundamental alterations in a capitalist society. They have tended to attribute to capitalism the residual restrictions they experience rather than to recognize that the free market has been the major factor enabling these restrictions to be as small as they are...the purchaser of bread does not know whether it was made from wheat grown by a white man or a [black man], by a Christian or a Jew. In consequence, the producer of wheat is in a position to use resources as effectively as he can, regardless of what the attitudes of the community may be toward his color, the religion, or other characteristics of the people he hires.

1. Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb. 2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough. 3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out. The algorithm was sometimes accompanied by a few corollaries, among them: All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle. The only rules are the ones dictated by the laws of physics. Everything else is a recommendation

It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle. The only rules are the ones dictated by the laws of physics. Everything else is a recommendation.

In the early 1970s, racial and gender discrimination was still prevalent. The easy camaraderie prevailing in the operating room evaporated at the completion of surgical procedures. There was an unspoken pecking order of seating arrangements at lunch among my fellow physicians. At the top were the white male 'primary producers' in prestigious surgical specialties. They were followed by the internists. Next came the general practitioners. Last on the list were the hospital-based physicians: the radiologists, pathologists and anaesthesiologists - especially non-white, female ones like me. Apart from colour, we were shunned because we did not bring in patients ourselves but, like vultures, lived off the patients generated by other doctors. We were also resented because being hospital-based and not having to rent office space or hire nursing staff, we had low overheads. Since a physician's number of admissions to the hospital and referral pattern determined the degree of attention and regard accorded by colleagues, it was safe for our peers to ignore us and target those in position to send over income-producing referrals. This attitude was mirrored from the board of directors all the way down to the orderlies.

Obviously, in those situations, we lose the sale. But we’re not trying to maximize each and every transaction. Instead, we’re trying to build a lifelong relationship with each customer, one phone call at a time. A lot of people may think it’s strange that an Internet company is so focused on the telephone, when only about 5 percent of our sales happen through the telephone. In fact, most of our phone calls don’t even result in sales. But what we’ve found is that on average, every customer contacts us at least once sometime during his or her lifetime, and we just need to make sure that we use that opportunity to create a lasting memory. The majority of phone calls don’t result in an immediate order. Sometimes a customer may be calling because it’s her first time returning an item, and she just wants a little help stepping through the process. Other times, a customer may call because there’s a wedding coming up this weekend and he wants a little fashion advice. And sometimes, we get customers who call simply because they’re a little lonely and want someone to talk to. I’m reminded of a time when I was in Santa Monica, California, a few years ago at a Skechers sales conference. After a long night of bar-hopping, a small group of us headed up to someone’s hotel room to order some food. My friend from Skechers tried to order a pepperoni pizza from the room-service menu, but was disappointed to learn that the hotel we were staying at did not deliver hot food after 11:00 PM. We had missed the deadline by several hours. In our inebriated state, a few of us cajoled her into calling Zappos to try to order a pizza. She took us up on our dare, turned on the speakerphone, and explained to the (very) patient Zappos rep that she was staying in a Santa Monica hotel and really craving a pepperoni pizza, that room service was no longer delivering hot food, and that she wanted to know if there was anything Zappos could do to help. The Zappos rep was initially a bit confused by the request, but she quickly recovered and put us on hold. She returned two minutes later, listing the five closest places in the Santa Monica area that were still open and delivering pizzas at that time. Now, truth be told, I was a little hesitant to include this story because I don’t actually want everyone who reads this book to start calling Zappos and ordering pizza. But I just think it’s a fun story to illustrate the power of not having scripts in your call center and empowering your employees to do what’s right for your brand, no matter how unusual or bizarre the situation. As for my friend from Skechers? After that phone call, she’s now a customer for life. Top 10 Ways to Instill Customer Service into Your Company   1. Make customer service a priority for the whole company, not just a department. A customer service attitude needs to come from the top.   2. Make WOW a verb that is part of your company’s everyday vocabulary.   3. Empower and trust your customer service reps. Trust that they want to provide great service… because they actually do. Escalations to a supervisor should be rare.   4. Realize that it’s okay to fire customers who are insatiable or abuse your employees.   5. Don’t measure call times, don’t force employees to upsell, and don’t use scripts.   6. Don’t hide your 1-800 number. It’s a message not just to your customers, but to your employees as well.   7. View each call as an investment in building a customer service brand, not as an expense you’re seeking to minimize.   8. Have the entire company celebrate great service. Tell stories of WOW experiences to everyone in the company.   9. Find and hire people who are already passionate about customer service. 10. Give great service to everyone: customers, employees, and vendors.

As it turned out, Sharpe was right. Cooperation succumbed to market forces, but even more to the war waged on it by the business classes. By 1887 the latter were determined to destroy the Knights, with their incessant boycotts, their strikes (sometimes involving hundreds of thousands), their revolutionary agitation, and their labor parties organized across the country. In the two years after the infamous Haymarket bombing in Chicago and the Great Upheaval of 1886, in which 200,000 trade unionists across the country went on a four-day-long strike for the eight-hour day but in most cases failed—partly because Terence Powderly, the leader of the Knights, who had always disliked strikes, refused to endorse the action and encouraged the Knights not to participate—capitalist repression swept the nation. Joseph Rayback summarizes: The first of the Knights’ ventures to feel the full effect of the post-Haymarket reaction were their cooperative enterprises. In part the very nature of such enterprises worked against them. The successful ventures became joint-stock corporations, the wage-earning shareholders and managers hiring labor like any other industrial unit. In part the cooperatives were destroyed by inefficient managers, squabbles among shareholders, lack of capital, and injudicious borrowing of money at high rates of interest. Just as important was the attitude of competitors. Railroads delayed the building of tracks, refused to furnish cars, or refused to haul them. Manufacturers of machinery and producers of raw materials, pressed by private business, refused to sell their products to the cooperative workshops and paralyzed operations. By 1888 none of the Order’s cooperatives were in existence.170

All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle. The only rules are the ones dictated by the laws of physics. Everything else is a recommendation.

The algorithm was sometimes accompanied by a few corollaries, among them: All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle. The only rules are the ones dictated by the laws of physics. Everything else is a recommendation. On the assembly line

Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb. 2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough. 3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out. The algorithm was sometimes accompanied by a few corollaries, among them: All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle. The only rules are the ones dictated by the laws of physics.

You’re mad.” “No, I’m just plagued with a grandmother who thinks that forcing me and my siblings into marriage will settle her mind about our futures-an idea that I mean to show her is absurd.” “By pretending to be engaged to a perfect stranger?” He shrugged. “I came here looking for a whore to do the job. But they’re expensive, and why should I settle for a whore when you’ll do nicely?” His gaze traveled down her body with thorough insolence. “You’re exactly the sort my grandmother would find unacceptable as a wife for me: an American of low birth, with an impudent manner and a reckless tongue. And you’re just pretty enough to convince her that I might actually contemplate marriage to you.” Shock held her motionless. She didn’t know which was worse-his nonchalant attitude toward hiring a whore to fool his poor grandmother, or the insults he’d lobbed at her with insufferable arrogance. “Now that you’ve offended me in every possible way, do you think I’d agree to this insanity?” Amusement flickered in his black eyes. “Given that your other choice is to take your chances with the gentlemen in the hall…yes, I do. Of course, if you want to watch your cousin hang-“ He headed for the door. “Stop!” He paused with his hand on the handle, one eyebrow arched in question. The curst man had her trapped, and he knew it.

The DUCE diverted funds intended for the Fiume adventure, and used them for His own election campaign. He was arrested for the illegal possession of arms, sent parcel bombs to the Archbishop of Milan and its mayor, and after election was, as is well-known, responsible for the assassination of Di Vagno and Matteoti. Since then He has been responsible for the murders of Don Mizzoni Amendola, the Rosselli brothers, and the journalist Piero Gobetti, quite apart from the hundreds who have been the victims of His squadistri in Ferrara, Ravenna and Trieste, and the thousands who have perished in foreign places whose conquest was useless and pointless. We Italians remain eternally grateful for this, and consider that so much violence has made us a superior race, just as the introduction of revolvers into Parliament and the complete destruction of constitutional democracy have raised our institutions to the greatest possible heights of civilisation. Since the illegal seizure of power, Italy has known an average of five acts of political violence per diem, the DUCE has decreed that 1922 is the new Annus Domini, and He was pretended to be a Catholic in order to dupe the Holy Father into supporting Him against the Communists, even though He really is one Himself. He has completely suborned the press by wrecking the premises of dissident newspapers and journals. In 1923 he invaded Corfu for no apparent reason, and was forced to withdraw by the League of Nations. In 1924 He gerrymandered the elections, and He has oppressed minorities in the Tyrol and the North-East. He sent our soldiers to take part in the rape of Somalia and Libya, drenching their hands in the blood of innocents, He has doubled the number of the bureaucracy in order to tame the bourgeoisie, He has abolished local government, interfered with the judiciary, and purportedly has divinely stopped the flow of lava on Mt Etna by a mere act of will. He has struck Napoleonic attitudes whilst permitting Himself to be used to advertise Perugina chocolates, He has shaved his head because He is ashamed to be seen to be going bald, He has been obliged to hire a tutor to teach Him table manners, He has introduced the Roman salute as a more hygienic alternative to the handshake, He pretends not to need spectacles, He has a repertoire of only two facial expression, He stands on a concealed podium whilst making speeches because He is so short, He pretends to have studied economics with Pareto, and He has assumed infallibility and encouraged the people to carry His image in marches, as though He were a saint. He is a saint, of course. He has (and who are we to disagree?) declared Himself greater than Aristotle, Kant, Aquinas, Dante, Michelangelo, Washington, Lincoln, and Bonaparte, and He has appointed ministers to serve Him who are all sycophants, renegades, racketeers, placemen, and shorter than He is. He is afraid of the Evil Eye and has abolished the second person singular as a form of address. He has caused Toscanini to be beaten up for refusing to play 'Giovinezza', and He has appointed academicians to prove that all great inventions were originally Italian and that Shakespeare was the pseudonym of an Italian poet. He has built a road through the site of the forum, demolishing fifteen ancient churches, and has ordered a statue of Hercules, eighty metres high, which will have His own visage, and which so far consists of a part of the face and one gigantic foot, and which cannot be completed because it has already used up one hundred tons of metal.

Dontchev was born in Bulgaria and emigrated to America as a young kid when his father, a mathematician, took a job at the University of Michigan. He got an undergraduate and graduate degree in aerospace engineering, which led to what he thought was his dream opportunity: an internship at Boeing. But he quickly became disenchanted and decided to visit a friend who was working at SpaceX. “I will never forget walking the floor that day,” he says. “All the young engineers working their asses off and wearing T-shirts and sporting tattoos and being really badass about getting things done. I thought, ‘These are my people.’ It was nothing like the buttoned-up deadly vibe at Boeing.” That summer, he made a presentation to a VP at Boeing about how SpaceX was enabling the younger engineers to innovate. “If Boeing doesn’t change,” he said, “you’re going to lose out on the top talent.” The VP replied that Boeing was not looking for disrupters. “Maybe we want the people who aren’t the best, but who will stick around longer.” Dontchev quit. At a conference in Utah, he went to a party thrown by SpaceX and, after a couple of drinks, worked up the nerve to corner Gwynne Shotwell. He pulled a crumpled résumé out of his pocket and showed her a picture of the satellite hardware he had worked on. “I can make things happen,” he told her. Shotwell was amused. “Anyone who is brave enough to come up to me with a crumpled-up résumé might be a good candidate,” she said. She invited him to SpaceX for interviews. He was scheduled to see Musk, who was still interviewing every engineer hired, at 3 p.m. As usual, Musk got backed up, and Dontchev was told he would have to come back another day. Instead, Dontchev sat outside Musk’s cubicle for five hours. When he finally got in to see Musk at 8 p.m., Dontchev took the opportunity to unload about how his gung-ho approach wasn’t valued at Boeing. When hiring or promoting, Musk made a point of prioritizing attitude over résumé skills. And his definition of a good attitude was a desire to work maniacally hard. Musk hired Dontchev on the spot.

five commandments: 1. Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb. 2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough. 3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out. The algorithm was sometimes accompanied by a few corollaries, among them: All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle.

Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb. 2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough. 3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out. The algorithm was sometimes accompanied by a few corollaries, among them: All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle. The only rules are the ones dictated by the laws of physics. Everything else is a recommendation.

I became a broken record on the algorithm,” Musk says. “But I think it’s helpful to say it to an annoying degree.” It had five commandments: 1. Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb. 2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough. 3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out. The algorithm was sometimes accompanied by a few corollaries, among them: All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle. The only rules are the ones dictated by the laws of physics. Everything else is a recommendation.

Was this luck, or was it more than that? Proving skill is difficult in venture investing because, as we have seen, it hinges on subjective judgment calls rather than objective or quantifiable metrics. If a distressed-debt hedge fund hires analysts and lawyers to scrutinize a bankrupt firm, it can learn precisely which bond is backed by which piece of collateral, and it can foresee how the bankruptcy judge is likely to rule; its profits are not lucky. Likewise, if an algorithmic hedge fund hires astrophysicists to look for patterns in markets, it may discover statistical signals that are reliably profitable. But when Perkins backed Tandem and Genentech, or when Valentine backed Atari, they could not muster the same certainty. They were investing in human founders with human combinations of brilliance and weakness. They were dealing with products and manufacturing processes that were untested and complex; they faced competitors whose behaviors could not be forecast; they were investing over long horizons. In consequence, quantifiable risks were multiplied by unquantifiable uncertainties; there were known unknowns and unknown unknowns; the bracing unpredictability of life could not be masked by neat financial models. Of course, in this environment, luck played its part. Kleiner Perkins lost money on six of the fourteen investments in its first fund. Its methods were not as fail-safe as Tandem’s computers. But Perkins and Valentine were not merely lucky. Just as Arthur Rock embraced methods and attitudes that put him ahead of ARD and the Small Business Investment Companies in the 1960s, so the leading figures of the 1970s had an edge over their competitors. Perkins and Valentine had been managers at leading Valley companies; they knew how to be hands-on; and their contributions to the success of their portfolio companies were obvious. It was Perkins who brought in the early consultants to eliminate the white-hot risks at Tandem, and Perkins who pressed Swanson to contract Genentech’s research out to existing laboratories. Similarly, it was Valentine who drove Atari to focus on Home Pong and to ally itself with Sears, and Valentine who arranged for Warner Communications to buy the company. Early risk elimination plus stage-by-stage financing worked wonders for all three companies. Skeptical observers have sometimes asked whether venture capitalists create innovation or whether they merely show up for it. In the case of Don Valentine and Tom Perkins, there was not much passive showing up. By force of character and intellect, they stamped their will on their portfolio companies.

Deprive a cat of sleep and it would die in two weeks. Deprive a human and he would become psychotic. His work was killing people. How was he supposed to frighten these guys? Run up behind them in a halloween mask and shout boo? He never saw the point of views -- what did it matter if it was an ocean or a brick wall you were looking at? People travelled hundreds, sometimes thousands of miles to commit suicide someplace with a beautiful view. Did a view matter when oblivion beckoned? They could put him in a garbage bin after he was gone, for all he cared. That's all the human race was anyway. Garbage with attitude. A cutting word is worse than a bowstring. A cut may heal but a cut of the tongue does not. The Sakawa students were all from poor, underprivileged backgrounds. Sakawa was a mix of religious juju and modern internet technology. They were taught, in structured classes, the art of online fraud as well as arcane African rituals -- which included animal sacrifice -- to have a voodoo effect on their victims, ensuring the success of each fraud. of which there was a wide variety. The British Empire spend five hundred years plundering the world. The word is 'thanks'. 'That's what it is, Roy! He won't come out, he has locked the doors! What if he self-harms, Roy! I mean -- what if he kills himself?' 'I will have to take him off my Christmas list.' "Any chance you can recover any of it?' 'You sitting near a window, Gerry?' 'Near a window? Sure, right by a window?' 'Can you see the sky?' 'Uh-huh. Got a clear view.' 'See any pigs flying past?' To dream of death is good for those in fear, for the death have no more fears. '...Cleo took me to the opera once. I spent the whole time praying for a fat lady to come on stage and start singing. Or a heart attack --whichever come sooner.' '..there is something strongly powerful -- almost magnetic -- about internet romances. A connection that is far stronger than a traditional meeting of two people. Maybe because on the internet you can lie all the time, each person gives the other their good side. It's intoxicating. That's one of the things which makes it so dangerous -- and such easy pickings for fraudsters.' He was more than a little pleased that he was about to ruin his boss's morning -- and, with a bit of luck, his entire day. ..a guy who had been born angry and had just got even angrier with each passing year. '...Then at some point in the future, I'll probably die in an overcrowded hospital corridor with some bloody hung-over medical student jumping up and down on my chest because they couldn't find a defibrillator. 'Give me your hand, bro,' the shorter one said. 'That one, the right one, yeah.' On the screen the MasterChef contestant said, 'Now with a sharp knife...' Jules de Copland drove away from Gatwick Airport in.a new car, a small Kia, hired under a different name and card, from a different rental firm, Avis. 'I was talking about her attitude. But I'll tell you this, Roy. The day I can't say a woman -- or a man -- is plug ugly, that's the day I want to be taken out and shot.' It seems to me the world is in a strange place where everyone chooses to be offended all the time. 'But not too much in the way of brains,' GlennBranson chipped in. 'Would have needed the old Specialist Search Unite to find any trace of them.' 'Ever heard of knocking on a door?' 'Dunno that film -- was it on Netflix?' 'One word, four letters. Begins with an S for Sierra, ends with a T for Tango. Or if you'd like the longest version, we've been one word, six letters, begins with F for Foxtrot, ends with D for Delta.' No Cop liked entering a prison. In general there was a deep cultural dislike of all police officers by the inmates. And every officer entering.a prison, for whatever purposes, was always aware that if a riot kicked off while they were there, they could be both an instant hostage and a prime target for violence.

The David Dao incident is a classic example of how a poor articulation of company values can weaken the culture. The employees on the ground believed they needed to bump passengers from the flight so that United could get another flight crew to their plane (i.e., “flying right”) and that meeting metrics such as on-time departures and flight cancellations was more important than treating customers with “respect and dignity” (which most of us would agree does not include breaking their noses and knocking out their teeth). In contrast, Southwest Airlines is not only clear about its company values but makes them the emphasis of hiring and management. The mentality isn’t: “We’ll know it when we see it.” Instead, it is: “Does this person already live the way we do?” The company uses behavioral interview questions to determine whether candidates are a cultural fit. For example, to determine someone’s ability to be a selfless team player, they might ask her to describe a time when she went above and beyond to help a coworker succeed. The airline acknowledges that certain positions call for specific skill sets. As Southwest puts it, “We’re not going to hire a pilot who has a great attitude but can’t fly a plane!” But, when it comes down to two equally qualified candidates, the one who lives Southwest’s values receives the offer. And, even when Southwest finds a qualified candidate who doesn’t have the right values, it will keep looking until it finds someone who does—no matter how long the job has gone unfilled.

The goal is to hire those who are passionate for your WHY, your purpose, cause or belief, and who have the attitude that fits your culture

If you were to spend your own time and money to hire a consultant, coach, or trainer, wouldn’t it give you more confidence knowing that they have "walked the talk" and have vast experience with what they are teaching?

We coped in ways I have used ever since: hire people ahead of their own curve. Hire more for aptitude than experience and give people the career opportunity of a lifetime. They will be motivated and driven, with a cannot‐fail attitude. The good ones would grab the opportunity to accelerate their careers with us.

A brilliant jerk is one who is highly competent but whose attitude doesn’t align with company culture. If you end up hiring one by mistake, don’t keep them around for too long because they represent a living and breathing violation of the company culture, and you look like a hypocrite.

It is worth saying something about the social position of beggars, for when one has consorted with them, and found that they are ordinary human beings, one cannot help being struck by the curious attitude that society takes towards them. People seem to feel that there is some essential difference between beggars and ordinary 'working' men. They are a race apart–outcasts, like criminals and prostitutes. Working men 'work,' beggars do not 'work'; they are parasites, worthless in their very nature. It is taken for granted that a beggar does not 'earn' his living, as a bricklayer or a literary critic 'earns' his. He is a mere social excrescence, tolerated because we live in a humane age, but essentially despicable. Yet if one looks closely one sees that there is not essential difference between a beggar's livelihood and that of numberless respectable people. Beggars do not work, it is said; but, then, what is work? A navvy works by swinging a pick. An accountant works by adding up figures. A beggar works by standing out of doors in all weathers and getting varicose veins, chronic bronchitis, etc. It is a trade like any other; quite useless, of course–but, then, many reputable trades are quite useless. And as a social type a beggar compares well with scores of others. He is honest compared with the sellers of most patent medicines, high-minded compared with a Sunday newspaper proprietor, amiable compared with a hire-purchase tout–in short, a parasite, but a fairly harmless parasite. He seldom extracts more than a bare living from the community, and, what should justify him according to our ethical ideas, he pays for it over and over in suffering. I do not think there is anything about a beggar that sets him in a different class from other people, or gives most modern men the right to despise him.

One decision about team composition that early-stage startups often wrestle with is whether to hire for attitude or skill. This is a delicate balance. If founders hire mostly for attitude, their team will be comprised of highly motivated, hardworking, jack-of-all-trade generalists who will shift readily between tasks as circumstances require. Hiring for cultural fit can yield similar results,

Hiring a team of skilled specialists does have its pitfalls. For example, specialists may be too quick to embrace solutions that worked for their prior employer but may not be suited for a nascent startup. Specialists may also display a “not my job” attitude when asked to help with work outside their area of expertise.

Cultural Transformation is the masterstroke in your Talent Revolution journey. Think of it as the soul of your organization; the vital force that powers every function, every interaction, and every decision. This is where all the pieces come together, forming a vivid mosaic of values, behaviors, and attitudes that define who you are as a company and what you stand for.

Deprive a cat of sleep and it would die in two weeks. Deprive a human and he would become psychotic. His work was killing people. How was he supposed to frighten these guys? Run up behind them in a halloween mask and shout boo? He never saw the point of views -- what did it matter if it was an ocean or a brick wall you were looking at? People travelled hundreds, sometimes thousands of miles to commit suicide someplace with a beautiful view. Did a view matter when oblivion beckoned? They could put him in a garbage bin after he was gone, for all he cared. That's all the human race was anyway. Garbage with attitude. A cutting word is worse than a bowstring. A cut may heal but a cut of the tongue does not. The Sakawa students were all from poor, underprivileged backgrounds. Sakawa was a mix of religious juju and modern internet technology. They were taught, in structured classes, the art of online fraud as well as arcane African rituals -- which included animal sacrifice -- to have a voodoo effect on their victims, ensuring the success of each fraud. of which there was a wide variety. The British Empire spend five hundred years plundering the world. The word is 'thanks'. 'That's what it is, Roy! He won't come out, he has locked the doors! What if he self-harms, Roy! I mean -- what if he kills himself?' 'I will have to take him off my Christmas list.' "Any chance you can recover any of it?' 'You sitting near a window, Gerry?' 'Near a window? Sure, right by a window?' 'Can you see the sky?' 'Uh-huh. Got a clear view.' 'See any pigs flying past?' To dream of death is good for those in fear, for the death have no more fears. '...Cleo took me to the opera once. I spent the whole time praying for a fat lady to come on stage and start singing. Or a heart attack --whichever come sooner.' '..there is something strongly powerful -- almost magnetic -- about internet romances. A connection that is far stronger than a traditional meeting of two people. Maybe because on the internet you can lie all the time, each person gives the other their good side. It's intoxicating. That's one of the things which makes it so dangerous -- and such easy pickings for fraudsters.' He was more than a little pleased that he was about to ruin his boss's morning -- and, with a bit of luck, his entire day. ..a guy who had been born angry and had just got even angrier with each passing year. '...Then at some point in the future, I'll probably die in an overcrowded hospital corridor with some bloody hung-over medical student jumping up and down on my chest because they couldn't find a defibrillator. 'Give me your hand, bro,' the shorter one said. 'That one, the right one, yeah.' On the screen the MasterChef contestant said, 'Now with a sharp knife...' Jules de Copland drove away from Gatwick Airport in.a new car, a small Kia, hired under a different name and card, from a different rental firm, Avis. 'I was talking about her attitude. But I'll tell you this, Roy. The day I can't say a woman -- or a man -- is plug ugly, that's the day I want to be taken out and shot.' It seems to me the world is in a strange place where everyone chooses to be offended all the time. 'But not too much in the way of brains,' GlennBranson chipped in. 'Would have needed the old Specialist Search Unite to find any trace of them.' 'Ever heard of knocking on a door?' 'Dunno that film -- was it on Netflix?' 'One word, four letters. Begins with an S for Sierra, ends with a T for Tango. Or if you'd like the longest version, we've been one word, six letters, begins with F for Foxtrot, ends with D for Delta.' No Cop liked entering a prison. In general there was a deep cultural dislike of all police officers by the inmates. And every officer entering.a prison, for whatever purposes, was always aware that if a riot kicked off while they were there, they could be both an instant hostage and a prime target for violence.

Simon Sinek’s take on this is that “you don’t hire for skills, you hire for attitude. You can always teach skills.” And I agree. People can gain skills and experience and people can be taught, but you can’t make someone have an entrepreneurial attitude. That has to come from love of the idea and the pursuit itself.

I thought I'd meet the same tough kind of Kibbutz members at Shomrat, as I knew from the days when I worked as an employee at the Jordan Valley. But I was wrong. I did not see hired workers at Shomrat. The workers were all treated the same. Muhammad and Nazami were also employed in the Kibbutz, but were not members of it, and they were treated completely different from what I had known before. This was not the attitude I'd seen in the limited experience I had as an employee at the Jordan Valley. Here Muhammad and Nazami had their own rooms, and I felt they were involved in what was going on at the Kibbutz. I did not like the Kibbutz's talk gatherings. I went there several times to get an impression and listen, but I could not find any interest in them. It seemed to me that perhaps the issues discussed there were not significant for me or for my Tiberias nest friends. Perhaps one of the reasons for that was our fatigue after a day of labor and the activity afterward. Our priority was apparently different. Sometimes we preferred to watch the television, which was installed high at the entrance to the dining room. Our television watching would come to an end once Alla fell asleep in his chair, and he would always fall asleep in the first five minutes.

When hiring someone, start with the premise that attitudes are contagious. Then ask yourself one question: Is theirs worth catching? I’ve been in business for over thirty years, and I’ve come to realize the difference in success and failure is not how you look, not how you dress, not how much you’re educated, but how you think! In my business life, I’ve watched many very intelligent people fail miserably because they have a negative attitude, and I’ve also observed just as many people with average intelligence soar to success because of positive attitudes. Southwest Airlines’s vice president of people is often asked the question “How do you get your people to be so nice?” Her answer is always the same: “We hire nice people.

Joe Gordon, the team’s longtime public relations director, said he would be right over. The Rooneys had hired Gordon in 1969, the same year they had hired Chuck Noll, in an effort to upgrade the previously dismal franchise. Gordon was a Pittsburgh native who had played varsity baseball at Pitt and whose hard-knuckle attitude fit perfectly with the brawling team. In the days preceding the 1976 AFC Championship Game against the hated Raiders, Gordon decked an Oakland TV reporter. Asked the next day if his team was ready, Noll said, “I don’t know, but Joe Gordon is.

Where were you planning on heading next, then, if not Australia?” Fiona asked. “Oh, I’ll just toss a dart at the map like I usually do,” Kerry said, as blithely as she could. Fiona eyed her closely, as if checking her sincerity. “Well, whenever you do head back out--wherever and with whomever that might be--we’ll make sure Gus hires someone to help him with the pub. So, you know, don’t let that part affect your decision making or anything.” “‘Wherever or with whomever’?” Kerry repeated with a roll of her eyes. Fiona beamed sweetly again. “Just saying.” “All kidding aside, I’m not the settling down type, Fi.” At the flash of real sadness Kerry saw flicker through her too-optimistic-for-her-own-good sister, she made a show of sliding Fiona’s arm out from where it had been looped through hers and dropping it as if she was suddenly contagious. “Don’t go trying to spread all your bride cooties on me,” she teased, hoping to shift them back to their more comfortable pattern of affectionately swapping insults, and far, far away from delving in to the fears and worries that were truly the reason behind her defensive attitude. Kerry knew her family and extended family--hell, everyone in the Cove--only wanted what was best for her, wanted her to be happy. She just wanted the space and time to figure out what, exactly, that was going to be, all by herself. “Some of us aren’t meant for home and hearth. For white picket fences. Or silly cattle dogs and stone fire pits.” It was only when Fiona’s gaze sharpened again that she realized she’d said that last part out loud. A knowing smile played at the corners of Fiona’s mouth and her eyes sparked right back to matchmaker life. “Don’t,” Kerry warned. “Whatever do you mean?” Fiona said with false innocence. “I hear what you’re saying. And I believe you. At least, I believe you believe you.

I don’t appreciate your attitude, Mr. Mulberry,” Miss Longfellow said before she took a seat in an uncomfortable-looking chair. “Nor do I appreciate the idea that you think this situation we’re currently in is my fault. If you would have simply considered hiring me when you first learned I was a nanny, you would not now be in a desperate frame of mind.” “Only because I probably wouldn’t still have the responsibility of my wards if I’d hired you. You might have lost them by now or—” “It would not be in your best interest to finish that sentence, sir,” Miss Longfellow interrupted. “I have never—and I repeat, never—caused any of the children in my care to come to any harm.” “What about that little Billy? I distinctly remember you telling me you almost drowned him.” “You’re forgetting the story. It is true that I was a little misinformed about how children can learn to swim, but if you’ll recall, after tossing little Billy into the water, I had second thoughts and jumped in after him. He proved that I wasn’t completely off the mark, since he immediately paddled to shore—whereas I promptly sank.” “I’m certainly glad you cleared that up for me. I now feel so much more confident in your abilities.” “Honestly,

What helps people identify your Super Powers? Instead of hiring a personal PR firm to identify and promote your personal brand, ask yourself what strengths you want to be remembered by.

Chinese family businesses instinctively thought of ways of hiding income from the tax collector. The situation is quite different in Japan, where the family is weaker and individuals are pulled in different directions by the various vertical authority structures standing above them. The entire Japanese nation, with the emperor at the top, is, in a sense, the ie of all ies, and calls forth a degree of moral obligation and emotional attachment that the Chinese emperor never enjoyed. Unlike the Japanese, the Chinese have had less of a we-against-them attitude toward outsiders and are much more likely to identify with family, lineage, or region as with nation. The dark side to the Japanese sense of nationalism and proclivity to trust one another is their lack of trust for people who are not Japanese. The problems faced by non-Japanese living in Japan, such as the sizable Korean community, have been widely noted. Distrust of non-Japanese is also evident in the practices of many Japanese multinationals operating in other countries. While aspects of the Japanese lean manufacturing system have been imported with great success into the United States, Japanese transplants have been much less successful integrating into local American supplier networks. Japanese auto companies building assembly plants in the United States, for example, have tended to bring over with them the suppliers in their network organizations from Japan. According to one study, some ninety percent of the parts for Japanese cars assembled in America come from Japan or from subsidiaries of Japanese companies in America.43 This is perhaps predictable given the cultural differences between the Japanese assembler and the American subcontractor but has understandably led to hard feelings between the two. To take another example, while Japanese multinationals have hired a great number of native executives to run their overseas businesses, these people are seldom treated like executives at the same level in Japan. An American working for a subdivision of a Japanese company in the United States might aspire to rise within that organization but is very unlikely to be asked to move to Tokyo or even to a higher post outside the United States.44 There are exceptions. Sony America, for example, with its largely American staff, is highly autonomous and often influences its parent in Japan. But by and large, the Japanese radius of trust can be fully extended only to other Japanese.

The exclusion of blacks from high-skill, high-wage employment is rooted in Jim Crow and resistance to integration and is sustained through tradition, word-of-mouth network hiring, and employer attitudes. Also, although disinvestment and job loss have affected neighborhoods throughout the city, Baltimore's black neighborhoods have suffered more

At other places management says, ‘Well, gee, fellas, do we really want to bet the ranch on this deal?’ Lewie was not only willing to bet the ranch. He was willing to hire people and let them bet the ranch, too. His attitude was: ‘Sure, what the fuck, it’s only a ranch.

So now, having learned from machines, organizations are applying the same logic to people. Letting people in the organization use their best judgment turns out to be faster and cheaper—but only if you hire the right people and reward them for having the right attitude.

The goal is to hire those who are passionate about your WHY, your purpose, cause or belief, and who have the attitude that fits your culture. Once that is established, only then should their skillset and experience be evaluated.

3. MIGRATE YOUR DNA New products require new capabilities. Equally, new products can result from the unique character and living expansion of your firm. No two species are identical. Neither are two ventures. The mix of founders and early employees is unique. Nobody will ever do things quite the way you do. The more different you can make your firm, the better. Intelligently, of course, ★ hire and promote people who have similar attitudes to the target market; ★ hire people who get on well with each other and go the extra mile for customers and colleagues; ★ hire people who have a high ratio of smarts to cost - younger or from neglected talent pools; ★ hire risk-takers, experimenters, explorers, oddballs, and those with a restless spirit; ★ train on the job; team novices with senior role models; concentrate on the few things customers like most, that can be done with least effort and cost; ★ make your venture bright, quirky, colourful, distinctive, fun and highly commercial - thrilling customers at a high profit for the firm. Encourage smart experiments at every level, in every way, at every time. Make it a way of life in your firm. Then, sooner or later, your star will emerge. LEK did not start by migrating its product. First we migrated its DNA, then we created products we were uniquely able to sell. This goes against the grain, but it works!

Bodybuilding changed me entirely. I think I would be a different person now if I’d never trained, if I’d just worked somewhere. It gave me confidence and pride and an unlimited positive attitude. I can apply my success to everything. One thing is that people listen much more to bigger guys; the bigger you are and the more impressive you look physically, the more people listen and the better you can sell yourself or anything else. In business school I saw a study of how many big companies in America hire salesmen above a certain height and weight. Because it has been proved that big people are more impressive salespeople. They’re more convincing. It’s true. I found it out myself, that I can persuade people easier than a small person can.

Hire people ahead of their own curve. Hire more for aptitude than experience and give people the career opportunity of a lifetime. They will be motivated and driven, with a cannot-fail attitude. The good ones would grab the opportunity to accelerate their careers with us. Look for hunger, attitude, innate abilities. Perhaps look for the same career-frustrated person I had been all these years.

Lerner had never been happy with the 1951 stage show, his and Loewe’s entry between Brigadoon and My Fair Lady. He revised it a bit for the national tour, and now decided to give it a completely different storyline and some new numbers to match. The results might, at least, have been a bargain, as the whole thing takes place in and around a single spot, a gold-rush town in more or less everyday (if period) clothes. As opposed to the castles in Spain where Camelot did much of its filming, not to mention the gargoyles and falconry. However, anticipating the disaster-film cycle, Lerner wanted Paint Your Wagon’s mining town (“No-Name City. Population: Male”) to sink into the earth in a catastrophe finale. Worse, production built the place from scratch in the wilds of Oregon, with no nearby living quarters for cast and crew; they had to be trucked and helicoptered in and out each day in a long and pricey commute, greatly protracting the shooting schedule. Back as director again after Camelot, Joshua Logan fretted about all this, but Lerner didn’t care how much of Paramount’s money he spent. He even hired Camelot’s spendthrift designer, John Truscott. In the end, it would appear that no one knows exactly how much Paint Your Wagon cost, but there is no doubt that it lost a vast fortune. It deserved to. Cynically, Lerner took note of changing times and filled the film with a “youth now!” attitude and sexual freedom—refreshing if they didn’t feel so commercially opportunistic. But after all, Hair (1967) had happened. Was Broadway urging Hollywood to go hippie, too, or would Lerner have done this anyway?

Strategic thinking/visioning. Able to see and communicate the big picture in an inspiring way. Determines opportunities and threats through comprehensive analysis of current and future trends. • Creativity/innovation. Generates new and innovative approaches to problems. • Enthusiasm. Exhibits passion and excitement over work. Has a can-do attitude. • Work ethic. Possesses a strong willingness to work hard and sometimes long hours to get the job done. Has a track record of working hard. • High standards. Expects personal performance and team performance to be nothing short of the best. • Listening skills. Lets others speak and seeks to understand their viewpoints. • Openness to criticism and ideas. Often solicits feedback and reacts calmly to criticism or negative feedback. • Communication. Speaks and writes clearly and articulately without being overly verbose or talkative. Maintains this standard in all forms of written communication, including e-mail.

As a manager, you have the potential to create a fire—passion—in others, but to do this, first, we have to create a spark. Think of the Fourth of July. People gather to watch the sky light up with beautiful fireworks. It’s fun watching a child gaze into the dark sky to see it light up with a spectrum of colors. And how much fun are sparklers, right? From sparklers to rockets, fireworks have one thing in common—they start with a spark. They are ignited! This spark allows each firework to leave the ground and explode, and thereby create joy for all those watching. Sometimes fireworks are beautiful, but if not done correctly they can just fizzle out. Consider yourself a pyro-technician of people. A pyro-technician is the person responsible for the safe storage, handling, and functioning of fireworks and some explosives. As managers, you are in charge of the safe storage, handling, and functioning of the people you supervise. The fireworks you see will be displayed in your employee’s attitudes. When an employee is fizzling out, we call this burnout and it can happen to any employee, even yourself. You need to be able to recognize it.

Almost without exception, managers say the most important ingredients in hiring a new employee are experience, qualifications, and education. They rarely come up with the missing ingredient: attitude. You can hire an employee with all the experience, education, and qualifications you could hope for, but if the person has a bad attitude, you have just hired a problem employee. On the other hand, you can hire a person with less experience, education, and

When Jobs finally took over, gone was the dismissive attitude toward soldiers. In March 1998, he hired Tim Cook, known as the “Attila the Hun of inventory,” from Compaq to run operations.

We need to be much more vigilant and aware of the risks inherent in touting the importance of family involvement and family care. Too easily, those calls can be reinterpreted to mean that the only care worth supporting is that provided by relatives, inadvertently demonizing and pathologizing the use of paid attendants. This is not to say that family members who provide attendant care for their disabled relatives should not themselves be compensated for their work; indeed, I support consumer-directed attendant services that allow disabled people to hire their own attendants, including family members. But, as Laura Hershey explains, seeing attendant care as something best provided by a family member too easily perpetuates the idea that disability is a private problem concerning the family that has no place in the public sphere. This attitude, in turn, leads to the continued devaluation of caregiving; abysmal wages and working conditions are justified on the basis that family members—almost always women—would be doing this work anyway and therefore any compensation, no matter how meager, is sufficient.

Their ability to find people who embody their cause makes it much easier for them to provide great service. As Herb Kelleher famously said, “You don’t hire for skills, you hire for attitude. You can always teach skills.” This is all fine and good; the problem is, which attitude? What if their attitude is not one that fits your culture?

We live in a society in which mediocrity is the norm. Many people do as little as they can to get by. They don’t take pride in their work or in who they are. If somebody is watching, they may perform one way, but when nobody is watching they’ll cut corners and take the easy way out. If you are not careful, you can be pulled into this same mentality where you think it’s okay to show up late to work, to look less than your best, or to give less than your best. But God doesn’t bless mediocrity. God blesses excellence. I have observed that the fifth undeniable quality of a winner is a commitment to excellence. When you have a spirit of excellence, you do your best whether anyone is watching or not. You go the extra mile. You do more than you have to. Other people may complain about their jobs. They may go around looking sloppy and cutting corners. Don’t sink to that level. Everyone else may be slacking off at work, compromising in school, letting their lawns go, but here’s the key: You are not everyone else. You are a cut above. You are called to excellence. God wants you to set the highest standard. You should be the model employee for your company. Your boss and your supervisors should be able to say to the new hires, “Watch him. Learn from her. Pick up the same habits. Develop the same skills. This person is the cream of the crop, always on time, great attitude, doing more than what is required.” When you have an excellent spirit like that, you will not only see promotion and increase, but you are honoring God. Some people think, “Let me go to church to honor God. Let me read my Bible to honor God.” And yes, that’s true, but it honors God just as much to get to work on time. It honors God to be productive. It honors God to look good each day. When you are excellent, your life gives praise to God. That’s one of the best witnesses you can have. Some people will never go to church. They never listen to a sermon. They’re not reading the Bible. Instead, they’re reading your life. They’re watching how you live. Now, don’t be sloppy. When you leave the house, whether you’re wearing shorts or a three-piece suit, make sure you look the best you possibly can. You’re representing the almighty God. When you go to work, don’t slack off, and don’t give a halfhearted effort. Give it your all. Do your job to the best of your ability. You should be so full of excellence that other people want what you have. When you’re a person of excellence, you do more than necessary. You don’t just meet the minimum requirements; you go the extra mile. That phrase comes from the Bible. Jesus said it in Matthew 5:41--“If a soldier demands you carry his gear one mile, carry it two miles.” In those days Roman soldiers were permitted by law to require someone else to carry their armor.

Simple words can make a big difference You should start doing this at home. It’s great to serve people when you’re out in public, but don’t forget to serve your own family. Husbands should serve their wives. “Honey, I’m going in the kitchen. Can I bring you anything?” “Let me run and fill up your car’s gas tank so you won’t have to do it tomorrow.” “I’ll help the kids with their homework. You take a break.” Be a blessing to your spouse. If we all had this servant’s attitude toward our spouses, more marriages could stay together. I know men who expect their wives to do everything for them. “I’m not going to serve her, I expect her to serve me: cook, clean, bring my dinner, make sure my clothes are washed. Keep this house straightened up.” That’s not a wife, that’s a maid! You can hire somebody to do that. If you want a wife--if you want a friend, a lover, and someone to make your life great--then you have to be willing to serve her. Bring her breakfast in bed. Pick up your own dirty clothes. Help with the children. Make her feel special. Marriage is not a dictatorship. It’s a partnership!

Tell me about a problem you've had getting along with a work associate. A I'm pretty easygoing and tend to get along with most people. But I remember one time when we brought in a new associate who was very bossy — to the point where he offended one of our interns with his attitude. I actually pulled him aside and told him that I found it more productive to ask people for help than to give orders. Unfortunately, my advice didn't seem to help much, but we were more careful when we hired new staff after that. Avoid discussing a personality clash; focus instead on a difference in work ethic between you and an associate, or something else with which the interviewer is likely to empathize. For example, you might describe someone whose standards of excellence were perhaps less stringent than yours.

Top 10 Ways to Instill Customer Service into Your Company 1. Make customer service a priority for the whole company, not just a department. A customer service attitude needs to come from the top. 2. Make WOW a verb that is part of your company’s everyday vocabulary. 3. Empower and trust your customer service reps. Trust that they want to provide great service… because they actually do. Escalations to a supervisor should be rare. 4. Realize that it’s okay to fire customers who are insatiable or abuse your employees. 5. Don’t measure call times, don’t force employees to upsell, and don’t use scripts. 6. Don’t hide your 1-800 number. It’s a message not just to your customers, but to your employees as well. 7. View each call as an investment in building a customer service brand, not as an expense you’re seeking to minimize. 8. Have the entire company celebrate great service. Tell stories of WOW experiences to everyone in the company. 9. Find and hire people who are already passionate about customer service. 10. Give great service to everyone: customers, employees, and vendors.

Fowler, like other new Uber hires, had been advised of the company's core values.47 Several of those values were likely to have contributed to a psychologically unsafe environment. For example, “super-pumpedness,” especially central to the company, involved a can-do attitude and doing whatever it took to move the company forward. This often meant working long hours, not in itself a hallmark of a psychologically unsafe environment; Fowler seems to have relished the intellectual challenges and makes a point to say that she is “proud” of the engineering work she and her team did. But super-pumpedness, with its allusions to the sports arena and male hormones, seems to have been a harbinger of the bad times to come. Another core value was to “make bold bets,” which was interpreted as asking for forgiveness rather than permission. In other words, it was better to cross a line, be found out wrong, and ask for forgiveness than it was to ask permission to transgress in the first place. Another value, “meritocracy and toe-stepping,” meant that employees were incented to work autonomously, rather than in teams, and cause pain to others to get things done and move forward, even if it meant damaging some relationships along the way.48

When principles are at the core of your competitive strategy, you must hire for attitude first. You can train people on skills, but you can’t train them on attitude. Employees must be a good fit. Hire for attitude, orient for values, and train for skills.

For all the talk about hiring for fit, there is still too much emphasis on technical skills and experience when it comes to interviewing and selection. And this happens at all levels. When push comes to shove, most executives get enamored with what candidates know and have done in their careers and allow those things to overshadow more important behavioral issues. They don’t seem to buy into the notion that you can teach skill but not attitude.

identify your employee adjectives, (2) recruit through proper advertising, (3) identify winning personalities, and (4) select your winners. Step One: Identify Your Employee Adjectives When you think of your favorite employees in the past, what comes to mind? A procedural element such as an organized workstation, neat paperwork, or promptness? No. What makes an employee memorable is her attitude and smile, the way she takes the time to make sure a customer is happy, the extra mile she goes to ensure orders are fulfilled and problems are solved. Her intrinsic qualities—her energy, sense of humor, eagerness, and contributions to the team—are the qualities you remember. Rather than relying on job descriptions that simply quantify various positions’ duties and correlating them with matching experience as a tool for identifying and hiring great employees, I use a more holistic approach. The first step in the process is selecting eight adjectives that best define the personality ideal for each job or role in your business. This is a critical step: it gives you new visions and goals for your own management objectives, new ways to measure employee success, and new ways to assess the performance of your own business. Create a “Job Candidate Profile” for every job position in your business. Each Job Candidate Profile should contain eight single- and multiple-word phrases of defining adjectives that clearly describe the perfect employee for each job position. Consider employee-to-customer personality traits, colleague-to-colleague traits, and employee-to-manager traits when making up the list. For example, an accounting manager might be described with adjectives such as “accurate,” “patient,” “detailed,” and “consistent.” A cocktail server for a nightclub or casual restaurant would likely be described with adjectives like “energetic,” “fun,” “music-loving,” “sports-loving,” “good-humored,” “sociable conversationalist,” “adventurous,” and so on. Obviously, the adjectives for front-of-house staff and back-of-house staff (normally unseen by guests) will be quite different. Below is one generic example of a Job Candidate Profile. Your lists should be tailored for your particular bar concept, audience, location, and style of business (high-end, casual, neighborhood, tourist, and so on). BARTENDER Energetic Extroverted/Conversational Very Likable (first impression) Hospitable, demonstrates a Great Service Attitude Sports Loving Cooperative, Team Player Quality Orientated Attentive, Good Listening Skills SAMPLE ADJECTIVES Amazing Ambitious Appealing Ardent Astounding Avid Awesome Buoyant Committed Courageous Creative Dazzling Dedicated Delightful Distinctive Diverse Dynamic Eager Energetic Engaging Entertaining Enthusiastic Entrepreneurial Exceptional Exciting Fervent Flexible Friendly Genuine High-Energy Imaginative Impressive Independent Ingenious Keen Lively Magnificent Motivating Outstanding Passionate Positive Proactive Remarkable Resourceful Responsive Spirited Supportive Upbeat Vibrant Warm Zealous Step Two: Recruit through Proper Advertising The next step is to develop print or online advertising copy that will attract the personalities you’ve just defined.

All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle. The only rules are the ones dictated by the laws of physics.

everything that is holding you back and every strength that will get you hired can be found in these six areas: presentation, ability, dependability, motivation, attitude, and network.

It had five commandments: 1. Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb. 2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough. 3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out. The algorithm was sometimes accompanied by a few corollaries, among them: All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle. The only rules are the ones dictated by the laws of physics. Everything else is a recommendation.

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