Hiring The Best Talent Quotes

If you are trying to decide among a few people to fill a position hire the best writer. it doesn't matter if the person is marketer, salesperson, designer, programmer, or whatever, their writing skills will pay off. That's because being a good writer is about more than writing clear writing. Clear writing is a sign of clear thinking. great writers know how to communicate. they make things easy to understand. they can put themselves in someone else's shoes. they know what to omit. And those are qualities you want in any candidate. Writing is making a comeback all over our society... Writing is today's currency for good ideas.

In most cases being a good boss means hiring talented people and then getting out of their way. In other cases, to get the best work out of people you may have to pretend you are not their boss and let them treat someone else like the boss, and then that person whispers to you behind a fake wall and you tell them what to tell the first person. Contrary to what I believed as a little girl, being the boss almost never involves marching around, waving your arms, and chanting, “I am the boss! I am the boss!

You hire the best people you can possibly find. Then it's up to you to create an environment where great people decide to stay and invest their time.

I run Venture for America, a nonprofit organization that recruits dozens of our country’s top graduates each year and places them in startups and growth companies in Detroit, New Orleans, Las Vegas, Providence, Cincinnati, Baltimore, Cleveland, Philadelphia, and other cities around the country. Our goal is to help create 100,000 new US jobs by 2025. We supply talent to early-stage companies so that they can expand and hire more people. And we train a critical mass of our best and brightest graduates to build enterprises and create new opportunities for themselves and others.

His goal was to be vigilant against " the bozo explosion" that leads to a company's being larded with second rate talent: For most things in life, the range between best and average is 30% or so. The best airplane flight, the best meal, they may be 30% better than your average one. What I saw with Woz was somebody who was fifty times better than the average engineer. He could have meetings in his head. The Mac team was an attempt to build a whole team like that, A players. People said they wouldn't get along, they'd hate working with each other. But I realized that A players like to work with A players, they just didn't like working with C players. At Pixar, it was a whole company of A players. When I got back to Apple, that's what I decided to try to do. You need to have a collaborative hiring process. When we hire someone, even if they're going to be in marketing, I will have them talk to the design folks and the engineers. My role model was J. Robert Oppenheimer. I read about the type of people he sought for the atom bomb project. I wasn't nearly as good as he was, but that's what I aspired to do.

The insistence is on merit, insinuating that any current majority white leadership in any industry has got there through hard work and no outside help, as if whiteness isn’t its own leg-up, as if it doesn’t imply a familiarity that warms an interviewer to a candidate. When each of the sectors I mentioned earlier have such dire racial representation, you’d have to be fooling yourself if you really think that the homogeneous glut of middle-aged white men currently clogging the upper echelons of most professions got there purely through talent alone. We don’t live in a meritocracy, and to pretend that simple hard work will elevate all to success is an exercise in wilful ignorance. Opposing positive discrimination based on apprehensions about getting the best person for the job means inadvertently revealing what you think talent looks like, and the kind of person in which you think talent resides. Because if the current system worked correctly, and if hiring practices were successfully recruiting and promoting the right people for the right jobs in all circumstances, I seriously doubt that so many leadership positions would be occupied by white middle-aged men.

Defining a job candidate who is a "cultural fit" is about the person being open minded, looks for the positive in others and knowing that life is too short to focus on differences. When interviewing someone, I ask them to describe something they are proud of and why. The best answers are a challenge they overcame using a unique approach.

The #1 demotivator for talented people is having to put up with bozos, as Steve Jobs would call them. Nothing is more frustrating for A Players than having to work with B and C Players who slow them down and suck their energy. In that sense, “The best thing you can do for employees — a perk better than foosball or free sushi — is hire only ‘A’ players to work alongside them. Excellent colleagues trump everything else,

If you are leading a turnaround and need to assemble a team quickly, it can make sense to hire capable people you know and trust. But in less-urgent situations, the reflex to bring in people you know can easily be interpreted to mean you’re dissatisfied with the level of talent in your new organization. If you need to replace people on your team, the first place to look is one level below. The second best option is to hire people from the outside—just not from your old organization(s).

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.

Most exciting, the growth mindset can be taught to managers. Heslin and his colleagues conducted a brief workshop based on well-established psychological principles. (By the way, with a few changes, it could just as easily be used to promote a growth mindset in teachers or coaches.) The workshop starts off with a video and a scientific article about how the brain changes with learning. As with our “Brainology” workshop (described in chapter 8), it’s always compelling for people to understand how dynamic the brain is and how it changes with learning. The article goes on to talk about how change is possible throughout life and how people can develop their abilities at most tasks with coaching and practice. Although managers, of course, want to find the right person for a job, the exactly right person doesn’t always come along. However, training and experience can often draw out and develop the qualities required for successful performance. The workshop then takes managers through a series of exercises in which a) they consider why it’s important to understand that people can develop their abilities, b) they think of areas in which they once had low ability but now perform well, c) they write to a struggling protégé about how his or her abilities can be developed, and d) they recall times they have seen people learn to do things they never thought these people could do. In each case, they reflect upon why and how change takes place. After the workshop, there was a rapid change in how readily the participating managers detected improvement in employee performance, in how willing they were to coach a poor performer, and in the quantity and quality of their coaching suggestions. What’s more, these changes persisted over the six-week period in which they were followed up. What does this mean? First, it means that our best bet is not simply to hire the most talented managers we can find and turn them loose, but to look for managers who also embody a growth mindset: a zest for teaching and learning, an openness to giving and receiving feedback, and an ability to confront and surmount obstacles. It also means we need to train leaders, managers, and employees to believe in growth, in addition to training them in the specifics of effective communication and mentoring. Indeed, a growth mindset workshop might be a good first step in any major training program. Finally, it means creating a growth-mindset environment in which people can thrive. This involves: • Presenting skills as learnable • Conveying that the organization values learning and perseverance, not just ready-made genius or talent • Giving feedback in a way that promotes learning and future success • Presenting managers as resources for learning Without a belief in human development, many corporate training programs become exercises of limited value. With a belief in development, such programs give meaning to the term “human resources” and become a means of tapping enormous potential.

2. The Core Strengths Messages Once you have identified your Ultimate Results messages, you have only to determine your six to eight core strengths that would lead a hiring manager or prospective employer to believe you can produce the Ultimate Results. Core strengths would include skills, qualifications, and talents you have that make you valuable and that are the most important criteria for the job as perceived by the prospective employer. The Core Strengths messages are messages that communicate those specific skills and qualifications that you will use in your day-to-day activities to produce results and meet or exceed company performance standards.

Hire the most amazing construction and renovation services by talented North Shore Homes builders at the best price. Here at North Shore Homes you will find the most amazing talent in our builders Sydney team. Offering services like the kitchen renovation, bathroom renovation, granny flat building, swimming pool construction, and much more with their best efficiency.

CIOs must shift focus from internal customers to external customers. IT must shift focus from providing service to providing value. Everything is moving to the cloud; CIOs must assume a “cloud first” mentality. Innovation is more than new technology—it's also about change management, enabling new processes, and hiring the best talent. CIOs need to work closely with the business to create innovation that drives real value. CEOs expect more from their CIOs than ever before. CIOs must deliver on a higher set of expectations, or they will be replaced. CIOs must shift from a measurement mentality to a value creation mentality. CIOs must shift focus from historical data to real-time information. Today, IT is all about creating real business value. All business is digital. All business. When IT has a bad day, the business has a bad day. IT still matters. It matters to the top line and to the bottom line. IT matters more than ever because IT is everywhere in the business. Without IT, you're out of business. CIOs need to step up, raise the bar, and elevate their game to meet the challenges of the big shift. I hope you enjoy reading this book and find it a useful addition to your library. It's the fourth book I've authored on the topic of

Westcliff turned to the black-haired man beside him. “Hunt, I would like to introduce Matthew Swift—the American I mentioned to you earlier. Swift, this is Mr. Simon Hunt.” They shook hands firmly. Hunt was five to ten years older than Matthew and looked as if he could be mean as hell in a fight. A bold, confident man who reputedly loved to skewer pretensions and upper-class affectations. “I’ve heard of your accomplishments with Consolidated Locomotive Works,” Matthew told Hunt. “There is a great deal of interest in New York regarding your merging of British craftsmanship with American manufacturing methods.” Hunt smiled sardonically. “Much as I would like to take all the credit, modesty compels me to reveal that Westcliff had something to do with it. He and his brother-in-law are my business partners.” “Obviously the combination is highly successful,” Matthew replied. Hunt turned to Westcliff. “He has a talent for flattery,” he remarked. “Can we hire him?” Westcliff’s mouth twitched with amusement. “I’m afraid my father-in-law would object. Mr. Swift’s talents are needed to built a factory and start a company office in Bristol.” Matthew decided to nudge the conversation in a different direction. “I’ve read of the recent movement in Parliament for nationalization of the British railroad industry,” he said to Westcliff. “I would be interested in hearing your thoughts on the matter, my lord.” “Good God, don’t get him started on that,” Hunt said. The subject caused a scowl to appear on Westcliff’s brow. “The last thing the public needs is for government to take control of the industry. God save us from yet more interference from politicians. The government would run the railroads as inefficiently as they do everything else. And the monopoly would stifle the industry’s ability to compete, resulting in higher taxes, not to mention—” “Not to mention,” Hunt interrupted slyly, “the fact that Westcliff and I don’t want the government cutting into our future profits.” Westcliff gave him a stern glance. “I happen to have the public’s best interest in mind.” “How fortunate,” Hunt commented, “that in this case what is best for the public also happens to be best for you.” Matthew bit back a smile. Rolling his eyes, Westcliff told Matthew, “As you can see, Mr. Hunt overlooks no opportunity to mock me.” “I mock everyone,” Hunt said. “You just happen to be the most readily available target.

Geography just doesn’t matter anymore. Hire the best talent, regardless of where it is.

3D Character Modeling Services & Game art outsourcing by 3D Production Animation Studio With our revolutionary 3D Character Modeling, we breathe life into your games that take gamers into a fantastic world of realism and fantasy. We can transform any gameplay or concept into awesome game art with our 3D Character Modeling Services. Whether you need just a part of your game fleshed out or want complete game art 3D modeling, we provide you with outstanding, robust, and proactive 3D character design services. Our team amazes you with their 3D character models talent and expertise. We break the boundaries with our real to world 3D characters and animations, delivering a near-to-life gaming experience to the game players. We are experts at creating 3d characters that appear extraordinarily appealing and more than mere graphics. Our 3D Game Character Modeling Service cover a vast style of characters from realistic to stylized. We not only have expertise in creating powerful 3D characters and models but we also in modeling them within the technical specifications and polygon/triangle count. Our 3D game Art Outsourcing Studio is already making creative contributions to world-famous projects by offering professional services. Based on all specifications, we will back up your ideas with workable 3D solutions. 3D Game Outsourcing Company makes it possible for a game developer to produce games of the best quality. On the other hand, if they break down the work into programming, art, level designing and sound engineering, they can avoid degradation of quality. It is possible to outsource each work to a different team of game developers. By getting in touch with programming and game art outsourcing designers, it is possible to get the best individual for each component of game designing. As a Game Development Company, it is very important to outsource your game art continually. This is because hiring different game art designers makes your games uniquely different each time. This is very important if you want to market a game successfully because it must have something completely different to offer as compared to your previous games. Doing that is very simple as you only need a long-term game outsourcing company for your game art. Our team of highly skilled and creative 3D artists and developers generate 3D character development models using the latest techniques and trends that give your game a competitive edge in the market. With our groundbreaking 3D Modeling Company, we deliver fantastic 3D characters for games with the highest level of image quality, resolution, geometrical symmetry, and perfect synchronization.

We also changed our recruiting practices to improve our digital talent pool. Formerly, we had sought out digital talent from the best, name-brand colleges and universities. Now we focused on attracting members of a small subset of elite programmers who were capable of producing ten times the output of the typical programmer. To attract these premier programmers, or “multipliers” as we called them, we began evaluating potential hires on specific skills related to programming, collaboration, and teamwork, observing their actual behavior rather than just relying on their academic record. We took a similar approach to hiring data scientists as well. Our efforts in this area helped us significantly up our game as we developed software as a business and incorporated it into more of our existing products.

As the saying goes, "It's not who you know, but who knows you." How does that relate to getting a job? Lets look at 2 cases where "who knows you" resulted in landing the best job. Keep in mind: The great thing is that you can start right where you are right now! Case 1 In my first teaching job in Mexico in the early 1980's, we were half way through the semester, when the director called me into his office to tell me he had taken a job in Silicon Valley, California. What he said next floored me. "I'd like you to apply for my job." How could I apply to be the director of an English school when it was my first teaching job, all the teachers had more teaching experience than I did, and many of them had doctorate degrees. I only had a bachelors degree. "Don't worry," he said. "People like you, and I think you have what it takes to be a good director." The director knew me, or at least got to know me from teachers' meetings, seeing me teach, and noticing how I interacted with people. Case 2 Fast forward 3 years. After Mexico, I moved to Reno, Nevada, to work on my Master's degree in Teaching English as a Second Language. I applied for a teaching job at the community college, and half-way into the semester, a teacher had to leave and I got the job. I impressed the director enough that she asked me to be the Testing and Placement Coordinator the next year. At the end of that year, I wrote a final report about the testing and placement program. It so impressed the college administration that when a sister university was looking for a graduate student to head up a new language assessment program for new foreign graduate teaching assistants and International faculty, I got recommended. What Does This Mean? From these two examples, you can see that when people see what you can do, you have a greater chance of being seen and being known. When people see what you are capable of doing, there is less risk in hiring you. Why? Because they've seen you be successful before. Chances are you'll be successful with them, too. But, if people don't know you and haven't seen what you can do, there is much greater risk in hiring you. In fact, you may not even be on their radar screen. Get On Their Radar Screens To get on the radar screens for the best jobs, do the best job you can where you work right now. Don't wait for the job announcement to appear in the newspaper. Don't wait for something else to happen. Right now, invest all of you and your unique talents into what you're doing. Impress people with what you can do! Do that, and see the jobs you'll get!

Salesforce.com, a $1 billion software firm that has pioneered software as a service, has been making the shift from the logic of addition to the logic of multiplication. They enjoyed a decade of outstanding growth using the old idea of “throwing resources at a problem.” They addressed new customers and new demands by hiring the best technical and business talent available and deploying them on the challenges. However, a strained market environment created a new imperative for the company’s leadership: get more productivity from their currently available resources. They could no longer operate on outdated notions of resource utilization. They started developing leaders who could multiply the intelligence and capability of the people around them and increase the brainpower of the organization to meet their growth demands.

Investing (and deciding where to work): Value flows from choosing the right sector, team, and product, in that order. Sector: Embrace risk. Be contrarian, and look for disruptive, not incremental, improvements. Team: At our firm, and at our portfolio companies, it is all about the talent. “A” leaders hire A+ talent; “B” leaders hire C talent. Judge people by the team they build. If you are the smartest person in the room, and remain so for more than a few months, start to worry. Product: The tried-and-true way to judge a product’s value is by the customer’s second purchase. Many products are over-engineered, some are too incremental to displace legacy products, and others solve too narrow a problem. The best solutions offer value through simplicity and target the highest priority needs of buyers. In

Run an experiment with a new interview process for hiring fresh talent. Try out a new customer service experiment and see what the results show. Running a high volume of controlled experiments is your best chance at driving growth while mitigating risk. Test, measure, refine. Rinse and repeat.

At the height of the George Floyd protests, Omar Johnson, a former Apple marketing VP and chief marketing officer for Beats by Dr. Dre, took out a full-page ad in the New York Times. “Dear White corporate America,” he began,… I get it. I know you have the best intentions.… You want to do the right thing. But you just don’t know how. Is that about right? I know it is, because you’ve been calling me. For the past two weeks, several times a day. It’s been the same question: What can I do? He went on to upbraid corporate leaders for failing to nurture Black talent, for failing to include Black people in decision-making, for failing to listen, and ultimately, for failing as businesspeople: “This is a business problem, too. And you fix business problems all the time. So, you got this.” He laid out a game plan. Most notably, “You need to hire more Black people. Period.” Identify, recruit, develop, and elevate talented Black employees. Partner with Black-owned businesses. Believe in the people you hire. Mentor them. “No doubt, it’s daunting,” Johnson writes. “But lean into the discomfort.” And “before you call me again—before you ask me what you should say, or what you should change—I’ll tell you my answer right now: Absolutely everything… See you in the room.

About 30 percent of founding CEOs in the billion-dollar group had not worked for anyone other than themselves before. Of those who had, about 60 percent had worked at companies with very well-known brands, like Google, Microsoft, Amazon, Goldman Sachs, or McKinsey. Those “tier-one companies” are famous for their rigorous hiring processes and their tendency to employ the best. Another 28 percent worked at “tier-two companies,” which I define as large and well-known companies that were less sought-after by top talent. Only 14 percent of founders of billion-dollar companies had worked solely at companies that were not well-known brand names.

Hire and Develop the Best: Leaders raise the performance bar with every hire and promotion. They recognize exceptional talent, and willingly move them throughout the organization. Leaders develop leaders and take seriously their role in coaching others. We work on behalf of our people to invent mechanisms for development like Career Choice. Insist on the Highest Standards: Leaders have relentlessly high standards—many people may think these standards are unreasonably high. Leaders are continually raising the bar and drive their teams to deliver high quality products, services, and processes. Leaders ensure that defects do not get sent down the line and that problems are fixed so they stay fixed. Think Big: Thinking small is a self-fulfilling prophecy. Leaders create and communicate a bold direction that inspires results. They think differently and look around corners for ways to serve customers. Bias for Action: Speed matters in business. Many decisions and actions are reversible and do not need extensive study. We value calculated risk taking. Frugality: Accomplish more with less. Constraints breed resourcefulness, self-sufficiency and invention. There are no extra points for growing headcount, budget size or fixed expense.

Most teams, when asked to determine a Purpose, often describe Brand Promises instead. (The Brand Promise concept is covered in the next chapter.) When asking the five whys, a staffing company might conclude, “We help our clients hire the best talent and save them valuable time in the process.” These might be two accurate Brand Promises — Best Talent and Save Time — but the Purpose goes deeper than just describing the attributes of your product or service. For Michigan-based staffing firm EmploymentGroup, for example, the deeper Purpose is “Helping people succeed.

Amazon’s Leadership Principles6 Customer Obsession. Leaders start with the customer and work backwards. They work vigorously to earn and keep customer trust. Although leaders pay attention to competitors, they obsess over customers. Ownership. Leaders are owners. They think long term and don’t sacrifice long-term value for short-term results. They act on behalf of the entire company, beyond just their own team. They never say, “that’s not my job.” Invent and Simplify. Leaders expect and require innovation and invention from their teams and always find ways to simplify. They are externally aware, look for new ideas from everywhere, and are not limited by “not invented here.” As we do new things, we accept that we may be misunderstood for long periods of time. Are Right, A Lot. Leaders are right a lot. They have strong judgment and good instincts. They seek diverse perspectives and work to disconfirm their beliefs. Learn and Be Curious. Leaders are never done learning and always seek to improve themselves. They are curious about new possibilities and act to explore them. Hire and Develop the Best. Leaders raise the performance bar with every hire and promotion. They recognize exceptional talent, and willingly move them throughout the organization. Leaders develop leaders and take seriously their role in coaching others. We work on behalf of our people to invent mechanisms for development like Career Choice. Insist on the Highest Standards. Leaders have relentlessly high standards—many people may think these standards are unreasonably high. Leaders are continually raising the bar and drive their teams to deliver high-quality products, services, and processes. Leaders ensure that defects do not get sent down the line and that problems are fixed so they stay fixed. Think Big. Thinking small is a self-fulfilling prophecy. Leaders create and communicate a bold direction that inspires results. They think differently and look around corners for ways to serve customers. Bias for Action. Speed matters in business. Many decisions and actions are reversible and do not need extensive study. We value calculated risk-taking. Frugality. Accomplish more with less. Constraints breed resourcefulness, self-sufficiency, and invention. There are no extra points for growing headcount, budget size, or fixed expense. Earn Trust. Leaders listen attentively, speak candidly, and treat others respectfully. They are vocally self-critical, even when doing so is awkward or embarrassing. Leaders do not believe their or their team’s body odor smells of perfume. They benchmark themselves and their teams against the best.

Amazon’s Leadership Principles6 Customer Obsession. Leaders start with the customer and work backwards. They work vigorously to earn and keep customer trust. Although leaders pay attention to competitors, they obsess over customers. Ownership. Leaders are owners. They think long term and don’t sacrifice long-term value for short-term results. They act on behalf of the entire company, beyond just their own team. They never say, “that’s not my job.” Invent and Simplify. Leaders expect and require innovation and invention from their teams and always find ways to simplify. They are externally aware, look for new ideas from everywhere, and are not limited by “not invented here.” As we do new things, we accept that we may be misunderstood for long periods of time. Are Right, A Lot. Leaders are right a lot. They have strong judgment and good instincts. They seek diverse perspectives and work to disconfirm their beliefs. Learn and Be Curious. Leaders are never done learning and always seek to improve themselves. They are curious about new possibilities and act to explore them. Hire and Develop the Best. Leaders raise the performance bar with every hire and promotion. They recognize exceptional talent, and willingly move them throughout the organization. Leaders develop leaders and take seriously their role in coaching others. We work on behalf of our people to invent mechanisms for development like Career Choice. Insist on the Highest Standards. Leaders have relentlessly high standards—many people may think these standards are unreasonably high. Leaders are continually raising the bar and drive their teams to deliver high-quality products, services, and processes. Leaders ensure that defects do not get sent down the line and that problems are fixed so they stay fixed.

Recruitment is a team effort, where every stakeholder plays a crucial role in finding the perfect match.

In 2002, with a new understanding of what makes a great place to work, Patty and I made a commitment. Our number one goal, moving forward, would be to do everything we could to retain the post-layoff talent density and all the great things that came with it. We would hire the very best employees and pay at the top of the market. We would coach our managers to have the courage and discipline to get rid of any employees who were displaying undesirable behaviors or weren’t performing at exemplary levels. I became laser-focused on making sure Netflix was staffed, from the receptionist to the top executive team, with the highest-performing, most collaborative employees on the market.

Rich Lesser, the CEO of The Boston Consulting Group, calls this building an “opt-in” culture. “The reality of being an employer is not that you make people feel an obligation to stay,” Lesser told us. “You hire the best people you can possibly find. Then it’s up to you to create an environment where great people decide to stay and invest their time. Since we made this an emphasis, our employee satisfaction scores have been better than ever, and our retention of top talent is substantially higher than a decade ago.

In order to fortify the talent density in your workforce, for all creative roles hire one exceptional employee instead of ten or more average ones. Hire this amazing person at the top of whatever range they are worth on the market. Adjust their salary at least annually in order to continue to offer them more than competitors would. If you can’t afford to pay your best employees top of market, then let go of some of the less fabulous people in order to do so. That way, the talent will become even denser.

What have been our most productive sources for candidates when we need to boost our DE&I efforts for a particular role? How recently have we researched whether similar sources may be out there to the ones that have been most effective?

Here are ten prominent things I want to do before I die: I want to spend about one year in different osho camps across the world. I want to experience luxury of best hotels and resorts across the world. I want to write at least twenty books on English, communication skills, and career development. I want to live last ten year of my life doing meditation and teaching English. I want to learn playing drums and singing songs. I want to run multibillion dollar Education Company, where I want to hire best talent in Industry. I want to hire a fitness coach and makeover coach because my dressing style is too bad. I want to attend seminars and training programs of best leader including Darren Hardy around the world. I want to cook 1000 dishes. I want to take Jacuzzi bath every single day before I die.

AT TRIGON I LEARNT business is all about people, so to ensure I had the first look at executive talent and could hire the best, I created my own recruitment company. I needed a temporary CFO at Emerald and was told about a recruitment consultant called Carmen Bailey. Within 10 minutes of meeting me, Carmen had asked more questions about my business and what drove and motivated me than anyone I had ever met. Carmen is a perfect example of someone who puts the client first. She is never transactional and for her it wasn’t about finding me a contractor but, rather, about wanting to form a long-term sustainable relationship with my business.

When leaders create a work environment which biologically gets the best out of people, impressive results can be generated. This is not a matter of hiring dream teams or the best talent. It's more a matter of mixing biology and anthropology.

Piers Morgan Piers Morgan is a British journalist best known for his editorial work for the Daily Mirror from 1995 through 2004. He is also a successful author and television personality whose recent credits include a recurring role as a judge on NBC’s America’s Got Talent. A controversial member of the tabloid press during Diana’s lifetime, Piers Morgan established a uniquely close relationship with the Princess during the 1990s. The conversation moved swiftly to the latest edition of “Have I Got News for You.” “Oh, Mummy, it was hilarious,” laughed William. “They had a photo of Mrs. Parker Bowles and a horse’s head and asked what the difference was. The answer was that there isn’t any!” Diana absolutely exploded with laughter. We talked about which was the hottest photo to get. “Charles and Camilla is still the really big one,” I said, “followed by you and a new man, and now, of course, William with his first girlfriend.” He groaned. So did Diana. Our “big ones” are the most intimate parts of their personal lives. It was a weird moment. I am the enemy, really, but we were getting on well and sort of developing a better understanding of each other as we went along. Lunch was turning out to be basically a series of front-page exclusive stories--none of which I was allowed to publish, although I did joke that “I would save it for my book”--a statement that caused Diana to fix me with a stare, and demand to know if I was carrying a tape recorder. “No,” I replied, truthfully. “Are you?” We both laughed, neither quite knowing what the answer really was. The lunch was one of the most exhilarating, fascinating, and exasperating two hours of my life. I was allowed to ask Diana literally anything I liked, which surprised me, given William’s presence. But he was clearly in the loop on most of her bizarre world and, in particular, the various men who came into it from time to time. The News of the World had, during my editorship, broken the Will Carling, Oliver Hoare, and James Hewitt scoops, so I had a special interest in those. So, unsurprisingly, did Diana. She was still raging about Julia Carling: “She’s milking it for all she’s worth, that woman. Honestly. I haven’t seen Will since June ’95. He’s not the man in black you lot keep going on about. I’m not saying who that is, and you will never guess, but it’s not Will.” William interjected: “I keep a photo of Julia Carling on my dartboard at Eton.” That was torture. That was three fantastic scoops in thirty seconds. Diana urged me to tell William the story of what we did to Hewitt in the Mirror after he spilled the beans in the ghastly Anna Pasternak book. I dutifully recounted how we hired a white horse, dressed a Mirror reporter in full armor, and charged Hewitt’s home to confront him on allegations of treason with regard to his sleeping with the wife of a future king--an offense still punishable by death. Diana exploded again. “It was hysterical. I have never laughed so much.” She clearly had no time for Hewitt, despite her “I adored him” TV confessional.

The right culture also unlocks internal talent, because you don’t add innovation to a company—you get out of its way. An executive once told me “We can’t copy Netflix because we don’t have the people.” My response was “Where do you think they used to work? We hired them from you and got out of their way…

So we’re left with two paths to assembling phenomenal talent. You can find a way to hire the very best, or you can hire average performers and try to turn them into the best. Put bluntly, which of the following situations would you rather be in? We hire 90th percentile performers, who start doing great work right away. We hire average performers, and through our training programs hope eventually to turn them into 90th percentile performers. Doesn’t seem like a hard choice when it’s put that way, especially once you realize there’s probably enough money in your budget to get these exceptional people—it’s just being spent in the wrong places. Companies continue to invest substantially more in training than in hiring, according to the Corporate Executive Board.74 Per employee Training spend: $606.36 Hiring spend: $456.44 % of total HR expense Training spend: 18.3% Hiring spend: 13.6% % of revenue Training spend: 0.18% Hiring spend: 0.15% Companies spent more on training current employees than on hiring new employees. Data from 2012.

In the waves of layoffs that accompanied these paroxysmal death-throes, this bearded shit-in-a-suit whacked the newspapers most profitable sections and bureaus and its best writers and shooters, all to protect his ring of beholden pets , a phalanx of talent-challenged ass-sniffers and the cadre of bulbous interns that he hired from his Midwest alma mater and it’s pretentiously name H—School of Journalism (there are two things that should never be named: j-schools and penises), an equally overrated institution that he hoped to eventually return to in some kind of endowed bean bag chair.

Why is this book called Bossypants? One, because the name Two and a Half Men was already taken. And two, because ever since I became an executive producer of 30 Rock, people have asked me, “Is it hard for you, being the boss?” and “Is it uncomfortable for you to be the person in charge?” You know, in that same way they say, “Gosh, Mr. Trump, is it awkward for you to be the boss of all these people?” I can’t answer for Mr. Trump, but in my case it is not. I’ve learned a lot over the past ten years about what it means to be the boss of people. In most cases being a good boss means hiring talented people and then getting out of their way. In other cases, to get the best work out of people you may have to pretend you are not their boss and let them treat someone else like the boss, and then that person whispers to you behind a fake wall and you tell them what to tell the first person.

Now you can be a tyrannical ogre and push projects to completion, but it probably wouldn’t be efficient. Happy people, who feel respected, give you their best. Plus, the best talent tends to stick around when the atmosphere is positive and uplifting. Repressed team members will produce only what keeps them out of trouble. Big difference. So hire people smarter than you are, and let them tell you what to do. #SteveJobs It works like a charm.

The brutal reality of hiring is that the best candidates are not just considering your offer; they are evaluating your speed. Slow decisions can cost you the winners.

When we take a strengths-based view of people, we recognize their dignity. As leaders, one of the toughest jobs we have is to align an individual’s talents with areas of contribution. When we hire an individual, they are making a commitment to us and an investment of their time, energy, and future options in us. We have a mutual responsibility for their success. It is incumbent upon us to explore their strengths with them to find where they add greatest value. And we have to have a relentless commitment to finding that value. If the ultimate conclusion is that the individual’s strengths don’t best contribute to the organization, the loving thing to do is to help them explore where they will. If you honestly believe in the potential of each individual, you’ll embrace that responsibility courageously.