Recruitment Manager Quotes

His gaze pinned her. “I think you’d better reconsider.” Her breath was so tight she barely managed, “Why?” He smiled. “Because I don’t think Felton would like having his wife in my bed, and that’s where you are going to be.” Mary gasped. But he didn’t let her reply. He opened the door and left her standing alone in the room, gaping.

The defense of the great works of Western literature can no longer be undertaken by central institutional power though it is hard to see how the normal operation of learned institutions, including recruitment can manage without them.

There seems to be a vicious cycle at work here, making ours not just an economy but a culture of extreme inequality. Corporate decision makers, and even some two-bit entrepreneurs like my boss at The Maids, occupy an economic position miles above that of the underpaid people whose labor they depend on. For reasons that have more to do with class — and often racial — prejudice than with actual experience, they tend to fear and distrust the category of people from which they recruit their workers. Hence the perceived need for repressive management and intrusive measures like drug and personality testing. But these things cost money — $20,000 or more a year for a manager, $100 a pop for a drug test, and so on — and the high cost of repression results in ever more pressure to hold wages down. The larger society seems to be caught up in a similar cycle: cutting public services for the poor, which are sometimes referred to collectively as the 'social wage,' while investing ever more heavily in prisons and cops. And in the larger society, too, the cost of repression becomes another factor weighing against the expansion or restoration of needed services. It is a tragic cycle, condemning us to ever deeper inequality, and in the long run, almost no one benefits but the agents of repression themselves.

The Army's new pitch was simple. Good pay, good benefits, a manageable amount of adventure... but don't worry, we're not looking to pick fights these days. For a country that had paid so dear a price for its recent military buccaneering, the message was comforting. We still had the largest and most technologically advanced standing army in the world, the most nuclear weapons, the best and most powerful conventional weapons systems, the biggest navy. At the same time, to the average recruit the promise wasn't some imminent and dangerous combat deployment; it was 288 bucks a month (every month), training, travel, and experience. Selling the post-Vietnam military as a career choice meant selling the idea of peacetime service. It meant selling the idea of peacetime. Barf.

You get the best people, you build them into the best managers in the industry, and you accept the fact that some of them will be recruited to become CEOs of other companies.

The easiest way to obtain an updated version of a candidate's CV is via SocialMedia

Then I spoke with proven shapers I knew—Bill Gates, Elon Musk, Reed Hastings, Muhammad Yunus, Geoffrey Canada, Jack Dorsey (of Twitter), David Kelley (of IDEO), and more. They had all visualized remarkable concepts and built organizations to actualize them, and done that repeatedly and over long periods of time. I asked them to take an hour’s worth of personality assessments to discover their values, abilities, and approaches. While not perfect, these assessments have been invaluable. (In fact, I have been adapting and refining them to help us in our recruiting and management.) The answers these shapers provided to the standardized questions gave me objective and statistically measurable evidence about their similarities and differences. It turns out they have a lot in common. They are all independent thinkers who do not let anything or anyone stand in the way of achieving their audacious goals. They have very strong mental maps of how things should be done, and at the same time a willingness to test those mental maps in the world of reality and change the ways they do things to make them work better. They are extremely resilient, because their need to achieve what they envision is stronger than the pain they experience as they struggle to achieve it. Perhaps most interesting, they have a wider range of vision than most people, either because they have that vision themselves or because they know how to get it from others who can see what they can’t. All are able to see both big pictures and granular details (and levels in between) and synthesize the perspectives they gain at those different levels, whereas most people see just one or the other. They are simultaneously creative, systematic, and practical. They are assertive and open-minded at the same time. Above all, they are passionate about what they are doing, intolerant of people who work for them who aren’t excellent at what they do, and want to have a big, beneficial impact on the world.

Did my ‘recruit profile’ mention that my anger-management issues might be linked to the tragic death of my father in a shit-factory explosion when I was ten months old?” The

Resumes are spam filled with action verbs which are exaggeration only

There can be no question that Musk has mastered the art of getting the most out of his employees. Interview three dozen SpaceX engineers and each one of them will have picked up on a managerial nuance that Musk has used to get people to meet his deadlines. One example from Brogan: Where a typical manager may set the deadline for the employee, Musk guides his engineers into taking ownership of their own delivery dates. “He doesn’t say, ‘You have to do this by Friday at two P.M.,’” Brogan said. “He says, ‘I need the impossible done by Friday at two P.M. Can you do it?’ Then, when you say yes, you are not working hard because he told you to. You’re working hard for yourself. It’s a distinction you can feel. You have signed up to do your own work.” And by recruiting hundreds of bright, self-motivated people, SpaceX has maximized the power of the individual. One person putting in a sixteen-hour day ends up being much more effective than two people working eight-hour days together. The individual doesn’t have to hold meetings, reach a consensus, or bring other people up to speed on a project. He just keeps working and working and working. The ideal SpaceX employee is someone like Steve Davis, the director of advanced projects at SpaceX. “He’s been working sixteen hours a day every day for years,” Brogan said. “He gets more done than eleven people working together.

The managers and superintendents and clerks of Packingtown were all recruited from another class, and never from the workers; they scorned the workers, the very meanest of them. A poor devil of a bookkeeper who had been working in Durham's for twenty years at a salary of six dollars a week, and might work there for twenty more and do no better, would yet consider himself a gentleman, as far removed as the poles from the most skilled worker on the killing beds; he would dress differently, and live in another part of the town, and come to work at a different hour of the day, and in every way make sure that he never rubbed elbows with a laboring man. Perhaps this was due to the repulsiveness of the work; at any rate, the people who worked with their hands were a class apart, and were made to feel it.

PEACETIME CEO/WARTIME CEO Peacetime CEO knows that proper protocol leads to winning. Wartime CEO violates protocol in order to win. Peacetime CEO focuses on the big picture and empowers her people to make detailed decisions. Wartime CEO cares about a speck of dust on a gnat’s ass if it interferes with the prime directive. Peacetime CEO builds scalable, high-volume recruiting machines. Wartime CEO does that, but also builds HR organizations that can execute layoffs. Peacetime CEO spends time defining the culture. Wartime CEO lets the war define the culture. Peacetime CEO always has a contingency plan. Wartime CEO knows that sometimes you gotta roll a hard six. Peacetime CEO knows what to do with a big advantage. Wartime CEO is paranoid. Peacetime CEO strives not to use profanity. Wartime CEO sometimes uses profanity purposefully. Peacetime CEO thinks of the competition as other ships in a big ocean that may never engage. Wartime CEO thinks the competition is sneaking into her house and trying to kidnap her children. Peacetime CEO aims to expand the market. Wartime CEO aims to win the market. Peacetime CEO strives to tolerate deviations from the plan when coupled with effort and creativity. Wartime CEO is completely intolerant. Peacetime CEO does not raise her voice. Wartime CEO rarely speaks in a normal tone. Peacetime CEO works to minimize conflict. Wartime CEO heightens the contradictions. Peacetime CEO strives for broad-based buy-in. Wartime CEO neither indulges consensus building nor tolerates disagreements. Peacetime CEO sets big, hairy, audacious goals. Wartime CEO is too busy fighting the enemy to read management books written by consultants who have never managed a fruit stand. Peacetime CEO trains her employees to ensure satisfaction and career development. Wartime CEO trains her employees so they don’t get their asses shot off in the battle. Peacetime CEO has rules like “We’re going to exit all businesses where we’re not number one or two.” Wartime CEO often has no businesses that are number one or two and therefore does not have the luxury of following that rule.

After several rounds of interviews with Google’s founders, they offered me a job. My bank account was diminishing quickly, so it was time to get back to paid employment, and fast. In typical—and yes, annoying—MBA fashion, I made a spreadsheet and listed my various opportunities in the rows and my selection criteria in the columns. I compared the roles, the level of responsibility, and so on. My heart wanted to join Google in its mission to provide the world with access to information, but in the spreadsheet game, the Google job fared the worst by far. I went back to Eric and explained my dilemma. The other companies were recruiting me for real jobs with teams to run and goals to hit. At Google, I would be the first “business unit general manager,” which sounded great except for the glaring fact that Google had no business units and therefore nothing to actually manage. Not only was the role lower in level than my other options, but it was entirely unclear what the job was in the first place. Eric responded with perhaps the best piece of career advice that I have ever heard. He covered my spreadsheet with his hand and told me not to be an idiot (also a great piece of advice). Then he explained that only one criterion mattered when picking a job—fast growth. When

Popularity doesn’t mean people like you. It means people know you have power and it’s not worth confronting you in a conflict. It’s like having shiny armor that gives you protection to do what you want—plus some girls (especially the ones who like shiny things) think you’re hot. Of course, what armor also does is hide your weaknesses. Before you realize it, you’re so dependent on it that you feel like you always have to wear it.

1. Recruit the smallest group of people who can accomplish what must be done quickly and with high quality. Comparative Advantage means that some people will be better than others at accomplishing certain tasks, so it pays to invest time and resources in recruiting the best team for the job. Don’t make that team too large, however—Communication Overhead makes each additional team member beyond a core of three to eight people a drag on performance. Small, elite teams are best. 2. Clearly communicate the desired End Result, who is responsible for what, and the current status. Everyone on the team must know the Commander’s Intent of the project, the Reason Why it’s important, and must clearly know the specific parts of the project they’re individually responsible for completing—otherwise, you’re risking Bystander Apathy. 3. Treat people with respect. Consistently using the Golden Trifecta—appreciation, courtesy, and respect—is the best way to make the individuals on your team feel Important and is also the best way to ensure that they respect you as a leader and manager. The more your team works together under mutually supportive conditions, the more Clanning will naturally occur, and the more cohesive the team will become. 4. Create an Environment where everyone can be as productive as possible, then let people do their work. The best working Environment takes full advantage of Guiding Structure—provide the best equipment and tools possible and ensure that the Environment reinforces the work the team is doing. To avoid having energy sapped by the Cognitive Switching Penalty, shield your team from as many distractions as possible, which includes nonessential bureaucracy and meetings. 5. Refrain from having unrealistic expectations regarding certainty and prediction. Create an aggressive plan to complete the project, but be aware in advance that Uncertainty and the Planning Fallacy mean your initial plan will almost certainly be incomplete or inaccurate in a few important respects. Update your plan as you go along, using what you learn along the way, and continually reapply Parkinson’s Law to find the shortest feasible path to completion that works, given the necessary Trade-offs required by the work. 6. Measure to see if what you’re doing is working—if not, try another approach. One of the primary fallacies of effective Management is that it makes learning unnecessary. This mind-set assumes your initial plan should be 100 percent perfect and followed to the letter. The exact opposite is true: effective Management means planning for learning, which requires constant adjustments along the way. Constantly Measure your performance across a small set of Key Performance Indicators (discussed later)—if what you’re doing doesn’t appear to be working, Experiment with another approach.

Because your managers don’t simply manage people; your managers manage the System by which your business, All About Pies, achieves its objectives. “The System produces the results; your people manage the system. “And there is a Hierarchy of Systems in your business. “This Hierarchy is composed of four distinct components: “The first is, How We Do It Here. “The second is, How We Recruit, Hire, and Train People to Do It Here. “The Third is, How We Manage It Here. “The Fourth is, How We Change It Here.

Merrill Lynch, on the other hand, was a white-shoe firm with a proud history of elitism. Its investment bank was blue-blooded in temperament and composition, recruited primarily from Ivy League schools, and did only the more lucrative work of advising corporations, issuing securities, and managing money for ultra-wealthy individuals. In fact, many at Merrill Lynch considered commercial banking—the business of taking deposits, issuing mortgages, and giving loans to regular people—a lower form of commerce.

The Weasel Cafferty’s lieutenant Aly the Weasel’s son Ellen Dempsey owner of MG Cabs in Edinburgh DI Bobby Hogan Leith-based detective WPC Antonia “Toni” Jackson experienced uniformed officer at St. Leonard’s PC John “Perry” Mason latest recruit to the uniformed branch at St. Leonard’s Laura Stafford a prostitute Donny Dow father of Laura’s child DS Liz Hetherington Dundee-based detective Ricky manager of the Sauna Paradiso Other Characters Claverhouse detective in the Scottish Drug Enforcement Agency Ormiston Claverhouse’s

First, he comprehended he had at least until Christmas to change her mind. Second, he understood part of Emmie’s bad mood and skittishness was due to sheer exhaustion, which he could address fairly easily. Third, Emmie had not expected him to react as he had to her lack of virginity. She had anticipated he would reject her for it or judge her, and it was a consequence she was willing—almost eager—to bear. So he didn’t have her trust—yet. And he did not have all the facts. Emmie was keeping secrets, at least, and if Winnie’s disclosure regarding Bothwell was any indication, Winnie had a few things to get off her chest, as well. Just like managing a group of junior officers. Always a mare’s nest, always making simple problems difficult, and always needing to be hauled backward out of the thickets they should never have blundered into. Except, he mused as he regarded Emmie’s drawn features, he hadn’t been in love with his recruits, and males were infinitely less complicated than females. Thank the gods Bonaparte had not been female, or the empire would already have encompassed Cathay. ***

We decided to attend to our community instead of asking our community to attend the church.” His staff started showing up at local community events such as sports contests and town hall meetings. They entered a float in the local Christmas parade. They rented a football field and inaugurated a Free Movie Night on summer Fridays, complete with popcorn machines and a giant screen. They opened a burger joint, which soon became a hangout for local youth; it gives free meals to those who can’t afford to pay. When they found out how difficult it was for immigrants to get a driver’s license, they formed a drivers school and set their fees at half the going rate. My own church in Colorado started a ministry called Hands of the Carpenter, recruiting volunteers to do painting, carpentry, and house repairs for widows and single mothers. Soon they learned of another need and opened Hands Automotive to offer free oil changes, inspections, and car washes to the same constituency. They fund the work by charging normal rates to those who can afford it. I heard from a church in Minneapolis that monitors parking meters. Volunteers patrol the streets, add money to the meters with expired time, and put cards on the windshields that read, “Your meter looked hungry so we fed it. If we can help you in any other way, please give us a call.” In Cincinnati, college students sign up every Christmas to wrap presents at a local mall — ​no charge. “People just could not understand why I would want to wrap their presents,” one wrote me. “I tell them, ‘We just want to show God’s love in a practical way.’ ” In one of the boldest ventures in creative grace, a pastor started a community called Miracle Village in which half the residents are registered sex offenders. Florida’s state laws require sex offenders to live more than a thousand feet from a school, day care center, park, or playground, and some municipalities have lengthened the distance to half a mile and added swimming pools, bus stops, and libraries to the list. As a result, sex offenders, one of the most despised categories of criminals, are pushed out of cities and have few places to live. A pastor named Dick Witherow opened Miracle Village as part of his Matthew 25 Ministries. Staff members closely supervise the residents, many of them on parole, and conduct services in the church at the heart of Miracle Village. The ministry also provides anger-management and Bible study classes.

MY FIRST ASSIGNMENT AFTER BEING ORDAINED as a pastor almost finished me. I was called to be the assistant pastor in a large and affluent suburban church. I was glad to be part of such an obviously winning organization. After I had been there a short time, a few people came to me and asked that I lead them in a Bible study. “Of course,” I said, “there is nothing I would rather do.” We met on Monday evenings. There weren’t many—eight or nine men and women—but even so that was triple the two or three that Jesus defined as a quorum. They were eager and attentive; I was full of enthusiasm. After a few weeks the senior pastor, my boss, asked me what I was doing on Monday evenings. I told him. He asked me how many people were there. I told him. He told me that I would have to stop. “Why?” I asked. “It is not cost-effective. That is too few people to spend your time on.” I was told then how I should spend my time. I was introduced to the principles of successful church administration: crowds are important, individuals are expendable; the positive must always be accented, the negative must be suppressed. Don’t expect too much of people—your job is to make them feel good about themselves and about the church. Don’t talk too much about abstractions like God and sin—deal with practical issues. We had an elaborate music program, expensively and brilliantly executed. The sermons were seven minutes long and of the sort that Father Taylor (the sailor-preacher in Boston who was the model for Father Mapple in Melville’s Moby Dick) complained of in the transcendentalists of the last century: that a person could no more be converted listening to sermons like that than get intoxicated drinking skim milk.[2] It was soon apparent that I didn’t fit. I had supposed that I was there to be a pastor: to proclaim and interpret Scripture, to guide people into a life of prayer, to encourage faith, to represent the mercy and forgiveness of Christ at special times of need, to train people to live as disciples in their families, in their communities and in their work. In fact I had been hired to help run a church and do it as efficiently as possible: to be a cheerleader to this dynamic organization, to recruit members, to lend the dignity of my office to certain ceremonial occasions, to promote the image of a prestigious religious institution. I got out of there as quickly as I could decently manage it. At the time I thought I had just been unlucky. Later I came to realize that what I experienced was not at all uncommon.

Toyota wasn’t really worried that it would give away its “secret sauce.” Toyota’s competitive advantage rested firmly in its proprietary, complex, and often unspoken processes. In hindsight, Ernie Schaefer, a longtime GM manager who toured the Toyota plant, told NPR’s This American Life that he realized that there were no special secrets to see on the manufacturing floors. “You know, they never prohibited us from walking through the plant, understanding, even asking questions of some of their key people,” Schaefer said. “I’ve often puzzled over that, why they did that. And I think they recognized we were asking the wrong questions. We didn’t understand this bigger picture.” It’s no surprise, really. Processes are often hard to see—they’re a combination of both formal, defined, and documented steps and expectations and informal, habitual routines or ways of working that have evolved over time. But they matter profoundly. As MIT’s Edgar Schein has explored and discussed, processes are a critical part of the unspoken culture of an organization. 1 They enforce “this is what matters most to us.” Processes are intangible; they belong to the company. They emerge from hundreds and hundreds of small decisions about how to solve a problem. They’re critical to strategy, but they also can’t easily be copied. Pixar Animation Studios, too, has openly shared its creative process with the world. Pixar’s longtime president Ed Catmull has literally written the book on how the digital film company fosters collective creativity2—there are fixed processes about how a movie idea is generated, critiqued, improved, and perfected. Yet Pixar’s competitors have yet to equal Pixar’s successes. Like Toyota, Southern New Hampshire University has been open with would-be competitors, regularly offering tours and visits to other educational institutions. As President Paul LeBlanc sees it, competition is always possible from well-financed organizations with more powerful brand recognition. But those assets alone aren’t enough to give them a leg up. SNHU has taken years to craft and integrate the right experiences and processes for its students and they would be exceedingly difficult for a would-be competitor to copy. SNHU did not invent all its tactics for recruiting and serving its online students. It borrowed from some of the best practices of the for-profit educational sector. But what it’s done with laser focus is to ensure that all its processes—hundreds and hundreds of individual “this is how we do it” processes—focus specifically on how to best respond to the job students are hiring it for. “We think we have advantages by ‘owning’ these processes internally,” LeBlanc says, “and some of that is tied to our culture and passion for students.

Within Room 40 itself, however, management of day-to-day operations fell largely, if informally, to Cdr. Herbert Hope, recruited in November 1914 to bring naval expertise to the interpretation of intercepted messages. His savvy was badly needed, for the group’s staff were not navy officers but civilians recruited for their skill at mathematics and German and whatever else it was that made a man good at breaking codes and ciphers. The roster came to include a pianist, a furniture expert, a parson from northern Ireland, a wealthy London financier, a past member of the Scottish Olympic hockey team, and a dapper operative named C. Somers Cocks, who, according to one early member, William F. Clarke, was “chiefly remarkable for his spats.

REQUIREMENTS TO BE GREAT AT RUNNING HR What kind of person should you look for to comprehensively and continuously understand the quality of your management team? Here are some key requirements:   World-class process design skills Much like the head of quality assurance, the head of HR must be a masterful process designer. One key to accurately measuring critical management processes is excellent process design and control.   A true diplomat Nobody likes a tattletale and there is no way for an HR organization to be effective if the management team doesn’t implicitly trust it. Managers must believe that HR is there to help them improve rather than police them. Great HR leaders genuinely want to help the managers and couldn’t care less about getting credit for identifying problems. They will work directly with the managers to get quality up and only escalate to the CEO when necessary. If an HR leader hoards knowledge, makes power plays, or plays politics, he will be useless.   Industry knowledge Compensation, benefits, best recruiting practices, etc. are all fast-moving targets. The head of HR must be deeply networked in the industry and stay abreast of all the latest developments.   Intellectual heft to be the CEO’s trusted adviser None of the other skills matter if the CEO does not fully back the head of HR in holding the managers to a high quality standard. In order for this to happen, the CEO must trust the HR leader’s thinking and judgment.   Understanding things unspoken When management quality starts to break down in a company, nobody says anything about it, but super-perceptive people can tell that the company is slipping. You need one of those.

You sent for me to lick me into shape, sir, because you couldn't stomach the thought that a regular rum 'un would step into your shoes, if naught was done to teach him how to support the character of a gentleman. Well, it may be that i'm not quite such a JackPudding as I let you think. I own, it was a ramshackle thing to do, but when I saw how there wasn't one amongst you that didn't believe I'd been reared in a hovel, I could no more resist trying how much I could make you swallow than I could stop drawing breath! But by what road you thought I came by a commission in such a regiment as mine, if I'd been an unlettered rustic, the lord only know! I was no more bookish than Richmond, but I got my schooling at Harrow, sir! However, when it comes to the management of large estates, I'm no better than a raw recruit - and that's what I'm hoping you mean to teach me.

James finished his curry and wandered off on his own. He noticed a girl leaning against a tree smoking. Long hair, baggy jeans. She was about James’s age, nice looking. He didn’t remember her from any of the intelligence files. “Hey, can I have a drag?” James said, trying to sound cool. “Sure,” the girl said. She passed James the cigarette. James had never tried one before and hoped he wasn’t about to make an idiot of himself. He gave it a little suck. It burned his throat, but he managed not to cough. “Not seen you here before,” the girl said. “I’m Ross,” James said. “Staying here with my aunt for a bit.” “Joanna,” the girl said. “I live in Craddogh.” “Haven’t been there yet,” James said. “It’s a dump, two shops and a post office. Where you from?” “London.” “I wish I was,” Joanna said. “You like it here?” “I’m always covered in mud. I want to go to bed, but there’s a guy playing guitar three meters from where I sleep. I wish I could go home, have a warm shower, and see my mates.” Joanna smiled. “So why are you staying with your aunt?” “Long story: Parents are getting divorced. Mum freaking out. Got expelled from school.” “So you’re good-looking and you’re a rebel,” Joanna said. James was glad it was quite dark because he felt himself blush. “You want the last puff, Ross?” “No, I’m cool,” James said. Joanna flicked the cigarette butt into the night. “So, I paid you a compliment,” Joanna said. “Yeah.” Joanna laughed. “So do I get one back?” she asked. “Oh, sure,” James said. “You’re really like . . . nice.” “Can’t I get any better than nice?” “Beautiful,” James said. “You’re beautiful.” “That’s more like it,” Joanna said. “Want to kiss me?” “Um, OK,” James said. James was nervous. He’d never had the courage to ask a girl out. Now he was about to kiss someone he’d known for three minutes. He pecked her on the cheek. Joanna shoved James against the tree and started kissing his face and neck. Her hand went in the back pocket of James’s jeans, then she jumped backwards.

But in Hebrew scripture David is not just the “sweet singer of Israel,” the chiseled poet who plays a harp and composes the Psalms. After he makes his name by killing Goliath, David recruits a gang of guerrillas, extorts wealth from his fellow citizens at swordpoint, and fights as a mercenary for the Philistines. These achievements make Saul jealous: the women in his court are singing, “Saul has killed by the thousands, but David by the tens of thousands.” So Saul plots to have him assassinated.19 David narrowly escapes before staging a successful coup. When David becomes king, he keeps up his hard-earned reputation for killing by the tens of thousands. After his general Joab “wasted the country of the children of Ammon,” David “brought out the people that were in it, and cut them with saws, and with harrows of iron, and with axes.” 20 Finally he manages to do something that God considers immoral: he orders a census. To punish David for this lapse, God kills seventy thousand of his citizens.

In television the democratization of knowledge and its pedagogical commercial exuberance have become one. Consider from the end of the nineties such BBC history shows as Surviving the Iron Age or The Ship: Retracing Cook’s Endeavor Voyage—each shown 2001.... All these shows recruit volunteers who are put into environments conspicuously uncomfortable.... An emphasis on participants’ surprise at the difficulties of daily life and a previously unexamined and thus taken for granted assumption of physical comfort is the formula for melodrama in these kinds of shows.... All of them are one part soap opera, one part period recreation—and with folks from our time who invite audience identification as “us,” viewers mentally enacting too, playing at, reenacting, shadowing, experimenting, speculating, trying to provide evidence for, various understandings of varying pasts.... “Science” and all it stands for—knowledges broadly understood or our everyday knowledge-managed technologies—are especially lively players in the action....

What is a “pyramid?” I grew up in real estate my entire life. My father built one of the largest real estate brokerage companies on the East Coast in the 1970s, before selling it to Merrill Lynch. When my brother and I graduated from college, we both joined him in building a new real estate company. I went into sales and into opening a few offices, while my older brother went into management of the company. In sales, I was able to create a six-figure income. I worked 60+ hours a week in such pursuit. My brother worked hard too, but not in the same fashion. He focused on opening offices and recruiting others to become agents to sell houses for him. My brother never listed and sold a single house in his career, yet he out-earned me 10-to-1. He made millions because he earned a cut of every commission from all the houses his 1,000+ agents sold. He worked smarter, while I worked harder. I guess he was at the top of the “pyramid.” Is this legal? Should he be allowed to earn more than any of the agents who worked so hard selling homes? I imagine everyone will agree that being a real estate broker is totally legal. Those who are smart, willing to take the financial risk of overhead, and up for the challenge of recruiting good agents, are the ones who get to live a life benefitting from leveraged Income. So how is Network Marketing any different? I submit to you that I found it to be a step better. One day, a friend shared with me how he was earning the same income I was, but that he was doing so from home without the overhead, employees, insurance, stress, and being subject to market conditions. He was doing so in a network marketing business. At first I refuted him by denouncements that he was in a pyramid scheme. He asked me to explain why. I shared that he was earning money off the backs of others he recruited into his downline, not from his own efforts. He replied, “Do you mean like your family earns money off the backs of the real estate agents in your company?” I froze, and anyone who knows me knows how quick-witted I normally am. Then he said, “Who is working smarter, you or your dad and brother?” Now I was mad. Not at him, but at myself. That was my light bulb moment. I had been closed-minded and it was costing me. That was the birth of my enlightenment, and I began to enter and study this network marketing profession. Let me explain why I found it to be a step better. My research led me to learn why this business model made so much sense for a company that wanted a cost-effective way to bring a product to market. Instead of spending millions in traditional media ad buys, which has a declining effectiveness, companies are opting to employ the network marketing model. In doing so, the company only incurs marketing cost if and when a sale is made. They get an army of word-of-mouth salespeople using the most effective way of influencing buying decisions, who only get paid for performance. No salaries, only commissions. But what is also employed is a high sense of motivation, wherein these salespeople can be building a business of their own and not just be salespeople. If they choose to recruit others and teach them how to sell the product or service, they can earn override income just like the broker in a real estate company does. So now they see life through a different lens, as a business owner waking up each day excited about the future they are building for themselves. They are not salespeople; they are business owners.

Jackaby,” said Marlowe. “Marlowe,” said Jackaby. “Good morning, Mayor Spade.” Spade had doffed his jacket. It was draped over the back of his chair, and a coffee brown bow tie hung undone over his beige waistcoat. He had a full beard and a perfectly bald dome, and he wore a thick pair of spectacles. Spade was not an intimidating figure at his best, and today he looked like he was several rounds into a boxing match he had no aspirations of winning. He had seemed more vibrant the first time we met, and that had been at a funeral. “I haven’t been up here in years,” continued Jackaby. “You’ve done something with the front garden, haven’t you?” “Yes,” said Spade. “We’ve let it grow back. Mary still hasn’t forgiven you.” “Is that why she’s been avoiding me? Your eyebrows have filled in nicely, by the way, and you can tell your wife the roses look healthier than ever. I’m sure being rid of that nest of pesky brownies did wonders for the roots. I understand a little ash is good for the soil, too.” “I never saw any brownies, but there was certainly plenty of ash to go around,” Spade mumbled. “That fire spread so quickly we’re lucky we managed to snuff it out at all.” “You should try blowing up a dragon some time,” I said. “No, scratch that. That went terribly. I don’t recommend it.” “Impressive blast radius, though,” Jackaby confirmed. Mayor Spade looked from me to my employer and rubbed the bridge of his nose with one hand. “Good lord, one of you was quite enough. You had to recruit?

Onboarding checklists Business orientation checklist As early as possible, get access to publicly available information about financials, products, strategy, and brands. Identify additional sources of information, such as websites and analyst reports. If appropriate for your level, ask the business to assemble a briefing book. If possible, schedule familiarization tours of key facilities before the formal start date. Stakeholder connection checklist Ask your boss to identify and introduce you to the key people you should connect with early on. If possible, meet with some stakeholders before the formal start. Take control of your calendar, and schedule early meetings with key stakeholders. Be careful to focus on lateral relationships (peers, others) and not only vertical ones (boss, direct reports). Expectations alignment checklist Understand and engage in business planning and performance management. No matter how well you think you understand what you need to do, schedule a conversation with your boss about expectations in your first week. Have explicit conversations about working styles with bosses and direct reports as early as possible. Cultural adaptation checklist During recruiting, ask questions about the organization’s culture. Schedule conversations with your new boss and HR to discuss work culture, and check back with them regularly. Identify people inside the organization who could serve as culture interpreters. After thirty days, conduct an informal 360-degree check-in with your boss and peers to gauge how adaptation is proceeding.

Then one evening he reached the last chapter, and then the last page, the last verse. And there it was! That unforgivable and unfathomable misprint that had caused the owner of the books to order them to be pulped. Now Bosse handed a copy to each of them sitting round the table, and they thumbed through to the very last verse, and one by one burst out laughing. Bosse was happy enough to find the misprint. He had no interest in finding out how it got there. He had satisfied his curiosity, and in the process had read his first book since his schooldays, and even got a bit religious while he was at it. Not that Bosse allowed God to have any opinion about Bellringer Farm’s business enterprise, nor did he allow the Lord to be present when he filed his tax return, but – in other respects – Bosse now placed his life in the hands of the Father, the Son and the Holy Spirit. And surely none of them would worry about the fact that he set up his stall at markets on Saturdays and sold bibles with a tiny misprint in them? (‘Only ninety-nine crowns each! Jesus! What a bargain!’) But if Bosse had cared, and if, against all odds, he had managed to get to the bottom of it, then after what he had told his friends, he would have continued: A typesetter in a Rotterdam suburb had been through a personal crisis. Several years earlier, he had been recruited by Jehovah’s Witnesses but they had thrown him out when he discovered, and questioned rather too loudly, the fact that the congregation had predicted the return of Jesus on no less than fourteen occasions between 1799 and 1980 – and sensationally managed to get it wrong all fourteen times. Upon which, the typesetter had joined the Pentecostal Church; he liked their teachings about the Last Judgment, he could embrace the idea of God’s final victory over evil, the return of Jesus (without their actually naming a date) and how most of the people from the typesetter’s childhood including his own father, would burn in hell. But this new congregation sent him packing too. A whole month’s collections had gone astray while in the care of the typesetter. He had sworn by all that was holy that the disappearance had nothing to do with him. Besides, shouldn’t Christians forgive? And what choice did he have when his car broke down and he needed a new one to keep his job? As bitter as bile, the typesetter started the layout for that day’s jobs, which ironically happened to consist of printing two thousand bibles! And besides, it was an order from Sweden where as far as the typesetter knew, his father still lived after having abandoned his family when the typesetter was six years old. With tears in his eyes, the typesetter set the text of chapter upon chapter. When he came to the very last chapter – the Book of Revelation – he just lost it. How could Jesus ever want to come back to Earth? Here where Evil had once and for all conquered Good, so what was the point of anything? And the Bible… It was just a joke! So it came about that the typesetter with the shattered nerves made a little addition to the very last verse in the very last chapter in the Swedish bible that was just about to be printed. The typesetter didn’t remember much of his father’s tongue, but he could at least recall a nursery rhyme that was well suited in the context. Thus the bible’s last two verses plus the typesetter’s extra verse were printed as: 20. He who testifies to these things says, Surely I am coming quickly. Amen. Even so, come, Lord Jesus!21. The grace of our Lord Jesus Christ be with you all. Amen.22. And they all lived happily ever after.

Even what are considered the accomplishments of diversity are admissions of its failure. All across America, public organizations such as fire departments and police forces congratulate themselves when they manage to hire more than a token number of blacks or Hispanics. They promise that this will greatly improve service. And yet, is this not an admission of how difficult the multi-racial enterprise really is? If all across America it has been shown that whites cannot provide effective police protection for blacks or Hispanics, it only proves that diversity is an insoluble problem. If blacks want black officers and Hispanics want Hispanic officers, they are certainly not expressing support for diversity. A mixed-race force—touted as an example of the benefits of diversity—becomes necessary only because of the tensions that arise between officers of one race and citizens of another. The diversity we celebrate is necessary only because of the intractable problems of diversity. Likewise, if Hispanic judges and prosecutors must be recruited for the justice system, does this mean whites cannot dispense dispassionate justice? If non-white teachers are necessary role models for non-white children, does this mean inspiration cannot cross racial lines? If newspapers must hire non-white reporters in order to satisfy non-white readers, does this mean whites cannot write acceptable news for non-whites? If blacks demand black newscasters and weathermen on television, does it mean they prefer to get their information from people of their own race? If majority-minority voting districts must be established so that non-whites can elect representatives of their own race, does this mean democracy itself divides Americans along racial lines? All such efforts at diversity are not expressions of the strength of multi-racialism; they are desperate efforts to counteract its weaknesses. They do not bridge gaps; they institutionalize them.

SCULLEY. Pepsi executive recruited by Jobs in 1983 to be Apple’s CEO, clashed with and ousted Jobs in 1985. JOANNE SCHIEBLE JANDALI SIMPSON. Wisconsin-born biological mother of Steve Jobs, whom she put up for adoption, and Mona Simpson, whom she raised. MONA SIMPSON. Biological full sister of Jobs; they discovered their relationship in 1986 and became close. She wrote novels loosely based on her mother Joanne (Anywhere but Here), Jobs and his daughter Lisa (A Regular Guy), and her father Abdulfattah Jandali (The Lost Father). ALVY RAY SMITH. A cofounder of Pixar who clashed with Jobs. BURRELL SMITH. Brilliant, troubled hardware designer on the original Mac team, afflicted with schizophrenia in the 1990s. AVADIS “AVIE” TEVANIAN. Worked with Jobs and Rubinstein at NeXT, became chief software engineer at Apple in 1997. JAMES VINCENT. A music-loving Brit, the younger partner with Lee Clow and Duncan Milner at the ad agency Apple hired. RON WAYNE. Met Jobs at Atari, became first partner with Jobs and Wozniak at fledgling Apple, but unwisely decided to forgo his equity stake. STEPHEN WOZNIAK. The star electronics geek at Homestead High; Jobs figured out how to package and market his amazing circuit boards and became his partner in founding Apple. DEL YOCAM. Early Apple employee who became the General Manager of the Apple II Group and later Apple’s Chief Operating Officer. INTRODUCTION How This Book Came to Be In the early summer of 2004, I got a phone call from Steve Jobs. He had been scattershot friendly to me over the years, with occasional bursts of intensity, especially when he was launching a new product that he wanted on the cover of Time or featured on CNN, places where I’d worked. But now that I was no longer at either of those places, I hadn’t heard from him much. We talked a bit about the Aspen Institute, which I had recently joined, and I invited him to speak at our summer campus in Colorado. He’d be happy to come, he said, but not to be onstage. He wanted instead to take a walk so that we could talk. That seemed a bit odd. I didn’t yet

The successful individual sales producer wins by being as selfish as possible with her time. The more often the salesperson stays away from team members and distractions, puts her phone on Do Not Disturb (DND), closes her door, or chooses to work for a few hours from the local Panera Bread café, the more productive she’ll likely be. In general, top producers in sales tend to exhibit a characteristic I’ve come to describe as being selfishly productive. The seller who best blocks out the rest of the world, who maintains obsessive control of her calendar, who masters focusing solely on her own highest-value revenue-producing activities, who isn’t known for being a “team player,” and who is not interested in playing good corporate citizen or helping everyone around her, is typically a highly effective seller who ends up on top of the sales rankings. Contrary to popular opinion, being selfish is not bad at all. In fact, for an individual contributor salesperson, it is a highly desirable trait and a survival skill, particularly in today’s crazed corporate environment where everyone is looking to put meetings on your calendar and take you away from your primary responsibilities! Now let’s switch gears and look at the sales manager’s role and responsibilities. How well would it work to have a sales manager who kept her office phone on DND and declined almost every incoming call to her mobile phone? Do we want a sales manager who closes her office door, is concerned only about herself, and is for the most part inaccessible? No, of course not. The successful sales manager doesn’t win on her own; she wins through her people by helping them succeed. Think about other key sales management responsibilities: Leading team meetings. Developing talent. Encouraging hearts. Removing obstacles. Coaching others. Challenging data, false assumptions, wrong attitudes, and complacency. Pushing for more. Putting the needs of your team members ahead of your own. Hmmm. Just reading that list again reminds me why it is often so difficult to transition from being a top producer in sales into a sales management role. Aside from the word sales, there is truly almost nothing similar about the positions. And that doesn’t even begin to touch on corporate responsibilities like participating on the executive committee, dealing with human resources compliance issues, expense management, recruiting, and all the other burdens placed on the sales manager. Again,

told my people that I wanted only the best, whatever it took, wherever they came from, whatever it cost. We assembled thirty people, the brightest cybersecurity minds we have. A few are on loan, pursuant to strict confidentiality agreements, from the private sector—software companies, telecommunications giants, cybersecurity firms, military contractors. Two are former hackers themselves, one of them currently serving a thirteen-year sentence in a federal penitentiary. Most are from various agencies of the federal government—Homeland Security, CIA, FBI, NSA. Half our team is devoted to threat mitigation—how to limit the damage to our systems and infrastructure after the virus hits. But right now, I’m concerned with the other half, the threat-response team that Devin and Casey are running. They’re devoted to stopping the virus, something they’ve been unable to do for the last two weeks. “Good morning, Mr. President,” says Devin Wittmer. He comes from NSA. After graduating from Berkeley, he started designing cyberdefense software for clients like Apple before the NSA recruited him away. He has developed federal cybersecurity assessment tools to help industries and governments understand their preparedness against cyberattacks. When the major health-care systems in France were hit with a ransomware virus three years ago, we lent them Devin, who was able to locate and disable it. Nobody in America, I’ve been assured, is better at finding holes in cyberdefense systems or at plugging them. “Mr. President,” says Casey Alvarez. Casey is the daughter of Mexican immigrants who settled in Arizona to start a family and built up a fleet of grocery stores in the Southwest along the way. Casey showed no interest in the business, taking quickly to computers and wanting to join law enforcement. When she was a grad student at Penn, she got turned down for a position at the Department of Justice. So Casey got on her computer and managed to do what state and federal authorities had been unable to do for years—she hacked into an underground child-pornography website and disclosed the identities of all the website’s patrons, basically gift-wrapping a federal prosecution for Justice and shutting down an operation that was believed to be the largest purveyor of kiddie porn in the country. DOJ hired her on the spot, and she stayed there until she went to work for the CIA. She’s been most recently deployed in the Middle East with US Central Command, where she intercepts, decodes, and disrupts cybercommunications among terrorist groups. I’ve been assured that these two are, by far, the best we have. And they are about to meet the person who, so far, has been better. There is a hint of reverence in their expressions as I introduce them to Augie. The Sons of Jihad is the all-star team of cyberterrorists, mythical figures in that world. But I sense some competitive fire, too, which will be a good thing.

Aviation Security Management goes over and beyond what a police officer was taught at the police college as a recruit. There are various, tenets that need being understood and adhered to by all, regardless of their police background. This is essentially why the ICAO Annex 17 Standards & Recommended Practices-SARP's and the Doc 8973 Security Manual need to be translated into a language the Airport Police components can understand, worldwide. That of standing orders to be executed when on duty. Only then will we be heading towards the right direction.

Back in 1990, the futurist George Gilder demonstrated his prescience when he wrote in his book Microcosm, “The central event of the twentieth century is the overthrow of matter. In technology, economics, and the politics of nations, wealth in the form of physical resources is steadily declining in value and significance. The powers of mind are everywhere ascendant over the brute force of things.” Just over twenty years later, in 2011, the venture capitalist (and Netscape cofounder) Marc Andreessen validated Gilder’s thesis in his Wall Street Journal op-ed “Why Software Is Eating the World.” Andreessen pointed out that the world’s largest bookstore (Amazon), video provider (Netflix), recruiter (LinkedIn), and music companies (Apple/ Spotify/ Pandora) were software companies, and that even “old economy” stalwarts like Walmart and FedEx used software (rather than “things”) to drive their businesses. Despite—or perhaps because of—the growing dominance of bits, the power of software has also made it easier to scale up atom-based businesses as well. Amazon’s retail business is heavily based in atoms—just think of all those Amazon shipping boxes piled up in your recycling bin! Amazon originally outsourced its logistics to Ingram Book Company, but its heavy investment in inventory management systems and warehouses as it grew turned infrastructure

Companies that create tight links between their strategies, their plans, and, ultimately, their performance often experience a cultural multiplier effect. Over time, as they turn their strategies into great performance, leaders in these organizations become much more confident in their own capabilities and much more willing to make the stretch commitments that inspire and transform large companies. In turn, individual managers who keep their commitments are rewarded—with faster progression and fatter paychecks—reinforcing the behaviors needed to drive any company forward. Eventually, a culture of overperformance emerges. Investors start giving management the benefit of the doubt when it comes to bold moves and performance delivery. The result is a performance premium on the company’s stock—one that further rewards stretch commitments and performance delivery. Before long, the company’s reputation among potential recruits rises, and a virtuous circle is created in which talent begets performance, performance begets rewards, and rewards beget even more talent. In short, closing the strategy-to-performance gap is not only a source of immediate performance improvement but also an important driver of cultural change with a large and lasting impact on the organization’s capabilities, strategies, and competitiveness. Originally

By emphasizing its screening procedures, instead of its training, management rarely experiences that pleasant surprise of watching a leader emerge from an unlikely recruit.

How to Quantify Achievement Stories When hiring managers, recruiters, and staffing firms see a resume or LinkedIn profile or attend an interview with verbiage but no numbers, they don’t know what those words mean. In fact, they know next to nothing until you add the numbers that explain the impact of your work. Here’s how you can resolve this issue. Work With Finance Sometimes the impact of our work is not always clear. At times like this, reaching out to one of your friends in the Finance Department can be very helpful. Finance has access to numbers that are not always readily available to other departments. If you’re no longer with the company, explain to the Finance associate that the numbers he provides could make the difference in determining whether you land another position. Using a Range Per Lily Zhang of the Muse, one reason job seekers avoid quantifying is not knowing the exact number. Lily suggests using a range. Using my work experience, here’s what that means: Before: Chaired weekly product manager meeting. After: Chaired weekly meeting with 7 to 12 product managers so plans could be discussed and coordinated. Confusion and rework were eliminated. Frequency Lily shared that one of the easiest ways to add numbers is to identify the frequency with which you perform a given task. This can help the hiring manager understand how much you can handle. For example: Before: Responded to pricing requests from the Sales Force. After: Responded to 15 to 20 pricing requests from the Sales Force on a daily basis. Scale Everyone on the hiring side of the business loves when candidates provide numbers, because numbers explain the impact of what you’ve done. The most meaningful numbers are those associated with making money, saving money, and driving productivity. Here are a couple examples from my work experience: Before: Reduced time to perform Operations Manager’s role; after analysis showed tasks could be batched and performed at the end of the month. After: Reduced time to perform Operations Manager role by 66%; after analysis showed tasks could be batched and performed at the end of the month. Asked Director if I could take on the responsibilities of employees who were laid off. Before: Analysis revealed misconfigured offers; worked with other departments to correct errors. Implemented process to prevent future errors. After: Analysis revealed misconfigured offers; worked with other departments to correct errors. Recognized $7.2M. Implemented process to prevent future errors.

The rise of “teamwork” has made it difficult to trace individual responsibility, and opened the way for new and uncanny modes of manipulation of workers by managers, who now appear in the guise of therapists or life coaches. Managers themselves inhabit a bewildering psychic landscape, and are made anxious by the vague imperatives they must answer to. The college student interviews for a job as a knowledge worker, and finds that the corporate recruiter never asks him about his grades and doesn’t care what he majored in. He senses that what is demanded of him is not knowledge but rather that he project a certain kind of personality, an affable complaisance.

Good one! Either hire the right person for the job and use their services or hire anyone and train them to do your bidding and that may not necessarily be the right one or the smart one. Bureaucratic-automated work culture festers poor leadership that exhibits the lack of routed efforts towards identifying the right person for the right job through the myriad nuances and subtleties of employee profiles/candidature, resulting in a manifest crack in organizational competence and dislodges itself from organizational goals.

Strategic human resource consultancy is the application of strategic management in the rendering of human resource services, it aims to help the clients gain a competitive advantage through strategic recruitment and strategic planning of human resources for an organization if appointed to do so.

Today, more than 97% of recruiters use LinkedIn and its powerful search and filtering functionality to source job candidates, and the network also creates value for the hundreds of millions of professionals who use it to manage their personal brands. If LinkedIn had tried to simply replace recruiters with technology, they wouldn’t have a business today.

I called up Coca-Cola and told them that Pepsi had just booked a big advertisement but that the back page was still free. I called up the Daily Telegraph and asked them whether they would prefer to advertise before or after the Daily Express. Another tack was to ask an innocuous question that they couldn’t easily deny: ‘Are you interested in recruiting the highest-calibre school-leavers and university graduates?’ No personnel manager would ever admit that they were looking for mediocre recruits. ‘Then we’re publishing just the magazine for you …

Exciteur Consulting recruits three trainees for this one-year program every year, one of the most prestigious in the industry. Exciteur Consulting might not be a household name, but they’re everywhere. Advising a large medical company on advertising? Exciteur Consulting. Hired to oversee the strategic overhaul of a failing conglomerate? Exciteur Consulting. Come an alien invasion or the apocalypse, I have no doubt they’d be hired on the spot for their crisis management expertise.

The real secret of Silicon Valley is that it’s really all about the people. Sure, there are plenty of stories in the press about the industry’s young geniuses, but surprisingly few about its management practices. What the mainstream press misses is that Silicon Valley’s success comes from the way its companies build alliances with their employees. Here, talent really is the most valuable resource, and employees are treated accordingly. The most successful Silicon Valley businesses succeed because they use the alliance to recruit, manage, and retain an incredibly talented team of entrepreneurial employees

In an alliance, employer and employee develop a relationship based on how they can add value to each other. Employers need to tell their employees, “Help make our company more valuable, and we’ll make you more valuable.” As Russ Hagey, Bain & Company’s chief talent officer, tells recruits and consultants, “We are going to make you more marketable [in the labor market in general].” Employees need to tell their bosses, “Help me grow and flourish, and I’ll help the company grow and flourish.” Employees invest in the company’s success; the company invests in the employees’ market value. By building a mutually beneficial alliance rather than simply exchanging money for time, employer and employee can invest in the relationship and take the risks necessary to pursue bigger payoffs.

I leaned back in my chair, pulling Roxy closer so that I could steal a moment with her for myself and brushing her hair away from her ear so that I could speak to her alone. She leaned in to listen to me and my grip on her waist shifted so that I could hold her even closer, the fingers of my other hand stroking against the bare skin of her shoulder where I'd smoothed her black hair aside. “Do you want to tell me about what happened in that alley?” I asked, wondering if I really should have been worrying about Nymphs or not. A shiver moved across her skin and I was filled with a protective kind of anger as I felt that echo of her fear. “Is this the part where you laugh at us for falling for some prank you set up?” she asked. “Was that one of your friends back there? Did you get someone to send the messages too?” I was tempted to push her for more information, but Lance and Francesca were already hunting for any signs of a Nymph and I didn't want to fall into the trap of arguing with her again while I was holding her like this. I just wanted to steal this moment from the universe and forget about all the shit that was hanging between us outside of right now. “I don’t need to recruit anyone to do my handy work,” I replied dismissively, dropping the subject. “Maybe I’m concerned for your wellbeing.” She snorted in disbelief, shifting away so that she wasn't pressed against my chest anymore and I fought a sigh at how quickly I'd managed to fuck that up. Though as she was currently still in my arms, I had to think it wasn't a total lost cause yet, not that I had any real idea what I was trying to achieve with her here. The bartender returned and I pulled a roll of auras from my pocket which was more than enough to cover our tab, pressing them into her hand as she finished laying the drinks out for us. We'd been planning to move on after this drink anyway and I was keen to get Roxy and her sister away from the place. Roxy reached out to claim her drink, my gaze moving to her mouth as she lifted the glass to it and tipped the whole thing back, swallowing over and over until every last drop was gone. “There you go,” she announced. “One drink.” She pushed out of my lap so suddenly that for a moment all I could do was blink up at her in confusion before my brain caught up to what was happening and I reached out to pull her back again. But she stepped aside, offering me a mocking smile which made it more than clear how much she disliked me. Darcy smirked as she got to her feet too, not even bothering to touch her drink. “See you later, guys,” she agreed and the two of them turned to walk away. Caleb shot into Roxy's way with his Vampire speed before she could actually escape and I was glad when she cut him a glare just as acidic as the one she'd offered me, even while he tried to throw the pretty boy charm on with his gleaming smile. “I guess your word means shit then?” she demanded as he gave her throat a look which said he was thinking about biting her. “No. I said I won’t bite you tonight and I meant it,” he promised, acting all alluring and pissing me the hell off as she hesitated. “I’m just wondering where you’re going now?” “Dancing,” Roxy replied moving to brush past him, her hands landing on his waist for a moment as she nudged him aside and irritation flared through me at the contact. “You can always join us if you think you can keep up.” My anger grew as she offered him that invitation and I scowled at the two of them openly, wondering why she was so much more willing to fall for his bullshit than she was for mine. Roxy gave Cal a flirtatious look and I ground my teeth before shoving to my feet the moment she was out of sight. My fist slammed into his bicep as he turned to look at me and he barked a laugh as he shoved me in return. "Come on, assholes, if the two of you waste time in a dick measuring contest then we'll lose them before you finish,” Max said.(Darius POV)

Right People in the Right Roles 2. Retain Top Producers 3. Remediate or Replace Underperformers (coach up or coach out) 4. Recruit

1. Don’t buy stocks that are hitting 52-week lows. We have already discussed this point, but it bears repeating, simply because so many new traders lose a lot of money trying to catch the proverbial “falling knife.” In spite of what everyone will tell you, you are almost always much better off buying a stock that is hitting 52-week highs than one hitting 52-week lows. Has a company that you own just reported some really bad news? If so, remember that there is never just one cockroach. Bad news comes in clusters. Many investors recently learned this the hard way with General Electric, which just kept reporting one bad thing after another, causing the stock to crash from 30 to 7. There is no such thing as a “safe stock.” Even a blue chip stock can go down a lot if it loses its competitive advantage or the company makes bad decisions. A cascade of bad news can often cause a stock to trend down or gap down repeatedly. If you own a stock that does this, it is often better to get out and wait a few months (or years) to reenter. Again, there is never just one cockroach. Never buy a stock after you have seen the first cockroach. When a stock goes down a lot, it can affect the company's fundamentals as well. Employee and management morale will deteriorate, the best employees may leave the company, and it may become more difficult for the company to raise money by selling shares or issuing debt. Conversely, when a stock goes up a lot, it can improve the company's fundamentals. Employee and management morale will be high, everyone at the company will want to work harder, it will be easier to recruit new talent, and it will become easier for the company to raise money by issuing stock or debt. If you stick to stocks that are trading above their 200-day moving averages, or that are hitting 52-week highs, you will do much better than trying to catch falling knives.

Many would ask if exceptions could be made. But of course, this was part of the problem—hiring almost always felt urgent. We know of no instances where managers were allowed to take shortcuts. Successful managers would quickly realize that they had to devote a considerable amount of their time to the process and would redouble their efforts to source, recruit, and hire candidates who were Amazonian. Managers who failed to put in the time (in addition to their day job) to recruit and interview didn’t last. There is no substitute for working long, hard, and smart at Amazon.

How have your funds performed over time? Are your funds typically top quartile? How does your firm perform on types of investments like this company you’re recruiting me to work at? Can you walk me through your original investment thesis when you bought this platform company? Is the company performing to expectation? Is there incentive equity for key executives working at the firm? How does that incentive equity work under your various exit scenarios? Are there opportunities for me to invest? Beyond

Hiring specialists too soon can cause trouble, as can delaying their recruitment. The same holds true for formal structure and systems. Such problems are rarely the main reason for a late-stage startup’s failure: The root cause is almost always that goals for speed or scope are out of whack. Nevertheless, organizational problems can act as amplifiers, boosting the odds of failure by distracting management when marketplace challenges require their full attention.

If any of the news coverage had drawn blood, Meta wasn’t going to show it. Zuckerberg told the company’s People Planning team to bring him an aggressive hiring target for 2022. When they brought him an unprecedentedly ambitious plan to bring on 40,000 new staffers that year, Zuckerberg took the one-page document—known as “the napkin”—and then passed it back with a handwritten instruction to hire 8,000 more. “If we don’t hit these targets it’s game over,” Recruiting VP Miranda Kalinowski told the managers on her staff. To handle the deluge of hiring, Meta brought on an additional 1,000 recruiters between the last quarter of 2021 and the first quarter of the following year. Few of the new staffers would be slated to go into integrity work. Zuckerberg had declared that the company’s existing products were no longer its future, and Haugen’s document breach had solidified a sense that researchers and data scientists working on societal problems contained a potential corporate fifth column.

For a story on Facebook’s failings in developing countries, Newley Purnell and Justin Scheck found a woman who had been trafficked from Kenya to Saudi Arabia, and they were looking into the role Facebook had played in recruiting hit men for Mexican drug lords. That story would reveal that Facebook had failed to effectively shut down the presence of the Jalisco New Generation Cartel on Facebook and Instagram, allowing it to repeatedly post photos of extreme gore, including severed hands and beheadings. Looking into how the platform encouraged anger, Keach Hagey relied on documents showing that political parties in Poland had complained to Facebook that the changes it had made around engagement made them embrace more negative positions. The documents didn’t name the parties; she was trying to figure out which ones. Deepa Seetharaman was working to understand how Facebook’s vaunted AI managed to take down such a tiny percentage—a low single-digit percent, according to the documents Haugen had given me—of hate speech on the platform, including constant failures to identify first-person shooting videos and racist rants.

The organization learning matters only if you can use it at the time of need.

I use job interviews for two things. First, to recruit people. Second, to get some help with my work. I give job candidates problems I can’t

WHAT IS IT? The one-firm firm approach is not simply a loose term to describe a "culture." It refers to a set of concrete management practices consciously chosen to maximize the trust and loyalty that members of the firm feel both to the institution and to each other. In 1985, the elements of the one-firm firm approach were given as: •Highly selective recruitment •A "grow your own" people strategy as opposed to heavy use of laterals, growing only as fast as people could be devel-1 oped and assimilated •Intensive use of training as a socialization process •Rejection of a "star system" and related individualistic behavior •Avoidance of mergers, in order to sustain the collaborative culture A set of concrete management practices consciously chosen to maximize the trust and loyalty that members of the firm feel both to the institution and to each other. • Selective choice of services and markets, so as to win through significant investments in focused areas rather than many small initiatives •Active outplacement and alumni management, so that those who leave remain loyal to the firm •Compensation based mostly on group performance, not individual performance •High investments in research and development •Extensive intra-firm communication, with broad use of consensus-building approaches The one-firm firm approach is similar in many ways to the U. S. Marine Corps (in which Jack Walker served). Both are designed to achieve the highest levels of internal collaboration and encourage mutual commitment to pursuing ambitious goals.

On Jobs in Pods, you can hear the hiring manager (or recruiter) tell you specifics about the job, and what impresses them in a job interview.

They arrived at the house in silence. Ace preceded Zack inside. Zack locked the door behind him and turned around… into Ace’s fist. The blow shocked him. Ace took advantage of the fact and knocked him down with two more punches and a knee to the balls that had him groaning in agony. Trying to catch his breath, Zack curled into a ball, cognizant of little around him but the excruciating ache between his thighs. Before he could catch his breath, Ace changed and cradled him in his arms. “Sorry about that, but you’ve been asking for it for days.” Zack was going to beat the shit out of him as soon as he could breathe again. Ace carried him into his bedroom and tossed him onto the bed. He ripped Zack’s clothes off, then shoved Zack’s arms and legs apart, staring down at him with hunger in his eyes. “You’re acting like a shit, and I’m tired of it.” “You’re tired of it?” Zack managed to say, lacking the strength to transform. For once, his inner beast remained quiet, shocking him as much as Ace’s attack had. Thank God the pain between his legs finally faded. “Tell me what’s wrong, and I’ll fix it. But no more moping around. You’re acting like a goddamn girl. And don’t tell Kelly I said that.” -Ace & Zack

of the Method, ensuring their continuous growth pertaining to analysis techniques and resources (see item 3.2 and Chapters 6 and 9) as well as to perfect Daily Routine Management (see Chapter 9). Promote the team's acquisition of technical knowledge (see items 2.2, 10.1, and 10.2). Ensure the establishment and continuous improvement of a recruiting and selection system (standardize the process). Participate in the recruiting and selection of

Baron Steuben, well schooled in the iron régime of Frederick the Great, came over from Prussia, joined Washington at Valley Forge, and day after day drilled and manœuvered the men, laughing and cursing as he turned raw countrymen into regular soldiers. From France came young Lafayette and the stern De Kalb, from Poland came Pulaski and Kosciusko;—all acquainted with the arts of war as waged in Europe and fitted for leadership as well as teaching. Lafayette came early, in 1776, in a ship of his own, accompanied by several officers of wide experience, and remained loyally throughout the war sharing the hardships of American army life. Pulaski fell at the siege of Savannah and De Kalb at Camden. Kosciusko survived the American war to defend in vain the independence of his native land. To these distinguished foreigners, who freely threw in their lot with American revolutionary fortunes, was due much of that spirit and discipline which fitted raw recruits and temperamental militiamen to cope with a military power of the first rank. The Soldiers.—As far as the British soldiers were concerned their annals are short and simple. The regulars from the standing army who were sent over at the opening of the contest, the recruits drummed up by special efforts at home, and the thousands of Hessians bought outright by King George presented few problems of management to the British officers. These common soldiers were far away from home and enlisted for the war. Nearly all of them were well disciplined and many of them experienced in actual campaigns. The armies of King George fought bravely, as

Higher salaries were not the only way the government strove to staunch the bleeding. In the past, before admin salaries were raised, government leaders intervened when officers they considered key were targeted. Dr Goh Keng Swee, then still in the Cabinet, once told me: "We only let you take those we were prepared to release." In one celebrated case, in the early 1960s, he personally stepped in to stop one important hire. The paper's British management had recruited Herman Hochstadt, a rising young officer who later became permanent secretary. The morning he was to start work, even before he could settle in his chair at Times House, he found that Dr Goh had demanded his return to the civil service.

Each person interviewing a candidate would vote “hire” or “don’t hire,” with no “maybes” allowed. Six months later, the newly integrated employees would be evaluated by their managers on their performance: below, meets, or exceeds expectations. The company could then calculate the accuracy, or HBA, of each interviewer. If a manager had approved ten candidates and, six months out, eight of them were performing at or above expectations, her HBA would be .800, and she’d get to stay involved in the recruitment push. This simple technique has at least four great benefits: First, it separates the wheat from the chaff among your interviewers—the

DUI laws recruit professionals in September Anywhere transmission, a DUI upper die in the right way is to increase the visitors - on the same level is considered an accident. In fact, people in the fashion world was created, are variable at any time, our burden is in shock. Choosing a DUI lawyer in Orlando, it has excellent transport Mr. DUI. This is the beginning of a lawyer drunk driving towards a grant itself is easy to prevent. It s back to the advantage of the expert influence and drunk driving laws have led to the introduction of the goods out below. Information management, national blood-alcohol content at the user for security purposes now a comprehensive than.08 9878 represented 32 367 people in relation to the person writing, personal accident visitors in the United States in 2011 shows that of the deceased. They are the people who spend too much time accident all drivers, 66%, or 7 per cent of non-residents and 27% of the population was killed. All individual studies, people basically 50 people died in a few minutes or that means. Those people and even a small number of adult men and women will die of 100000 DUI. DUI no cost to the patient s residence life sentence for drunk driving is the responsibility of all states, there is. Sales of DUI, then their life beyond the grave situation in the authorization they certainly branches, those things are missing. He also took the lives of more experienced criminal’s effect and affect the function has been driving to hear the work of a high quality.

Where a typical manager may set the deadline for the employee, Musk guides his engineers into taking ownership of their own delivery dates. “He doesn’t say, ‘You have to do this by Friday at two P.M.,’” Brogan said. “He says, ‘I need the impossible done by Friday at two P.M. Can you do it?’ Then, when you say yes, you are not working hard because he told you to. You’re working hard for yourself. It’s a distinction you can feel. You have signed up to do your own work.” And by recruiting hundreds of bright, self-motivated people, SpaceX has maximized the power of the individual. One person putting in a sixteen-hour day ends up being much more effective than two people working eight-hour days together. The individual doesn’t have to hold meetings, reach a consensus, or bring other people up to speed on a project. He just keeps working and working and working. The

I’m writing this so people understand who I am and I am working on my reading. I have been a healthcare & nursing recruiter for over 30 years. A while back I was injured in a softball tournament and suffered severe head trauma, actually died twice and coma for around 28 days. I was told I would have no chance to speak, read or write again plus I would suffer from short-term memory loss for the rest of my life. I have been working in healthcare business and I didn’t realize how important this industry was until my accident. It took 18 months just to speak and 2 years to learn to read and write again, ie it wasn’t easy. I have three beautiful daughters and I was given another chance to get better for them. With that being said, I believe I have done very well in my recovery. After I recovered, I realized that what I thought was so important before, really wasn’t that important at all. I have built a shelter for the homeless families and healthcare patients outside of my areas who can’t afford to stay in my city for their treatments. I would have to say that my thoughts about my shelter are right behind me raising three beautiful daughters in my life! I understand the healthcare industry very well and I am a very sufficient recruiter. I know the tools to find the right candidates for any management positions in the healthcare field, specifically in cardiovascular services. My company has continued to be successful in finding the right candidates for our clients despite the downfall of our economy.

Second, this was an idea championed by those at the highest levels of the company. Had the enormous task of making Notes Day a reality been shunted off on someone who didn’t have the clout to throw muscle behind it—and not entrusted to Tom, who in turn recruited the most organized people in the company to help him—it would have been an entirely different experience. Employees wouldn’t have bought into the idea because they’d sense that management hadn’t, either. And that would have rendered Notes Day moot.

What, then, are the practical steps that pricing managers can take to master Big Data? Companies must recruit a new generation of pricing talent with more of a “trader” profile than an “analyst” one.

government needs more flexibility to identify talent and recruit effectively for the workers with the skills it needs; it needs a pay and benefits system that is competitive with private markets; it needs a talent management system that rewards top performers and deals with poor performers, including increasing flexibility in firing those whose work is substandard. And

Failure can feel like the ultimate death sentence, but it’s actually a step forward. When we fail, life is pushing us in a different direction so we can experience something new. One adventure has ended and another is about to begin, because it must. Think of your activities in life as scientific experiments. Scientists expect the vast majority of their tests to fail, but they still view each test as a step forward, regardless of the outcome. This is because each failed test rules out that particular approach, narrowing the remaining scope of potential solutions. You might be thinking, “What if all of my experiments fail until the day I die?” Great question. That might happen, depending on how you define failure and success. Here’s the magical solution to that problem: The results of your experiments are of little consequence. Only the experiments themselves matter. The old platitude is true: It’s about the journey, not the destination. Doing experiments will account for 99% of your time on this earth. That’s the journey. The result of your experiments is the other 1%. If you enjoy 99% of your life (the time spent in experimentation), who cares about the results? This is how to remove the problem of failure. Failure is just a temporary result. Its effect is as big or as small as you allow it to be. Elon Musk is becoming a household name. He cofounded Paypal. He now runs two companies simultaneously. The first, Tesla Motors, builds electric cars. The second, SpaceX, builds rocket ships. Many people think of Elon Musk as a real-world Iron Man—a superhero. He’s a living legend. He works extremely hard, and he’s brilliant. Did you know that Elon Musk never worked at Netscape? This is interesting because he actually wanted to work there very badly. He applied to Netscape while he was in grad school at Stanford, but never received a response. He even went to Netscape’s lobby with resume in hand, hoping to talk to someone about getting a job. No one in the lobby ever spoke to Elon that day. After getting nervous and feeling ashamed of himself, he walked out. That’s right. Elon Musk failed to get hired at Netscape. The recruiting managers didn’t see a need for him, and he was too ashamed to keep badgering them. So what happened next? Well, we know what happened from there. Musk went on to become one of the most successful and respected visionaries of our time.[30] Take a deep breath and realize that there are no life-ending failures, only experiments and results. It’s also important to realize that you are not the failure—the experiment is the failure. It is impossible for a person to be a failure. A person’s life is just a collection of experiments. We’re meant to enjoy them and grow from them. If you learn to love the process of experimentation, the prospect of failure isn’t so scary anymore.

2014 Andy’s message continues   You know, Young, before you came along, the other students I chaperoned were mere duties to me. Life with them was much simpler. When you came into the picture, it became more difficult for me to separate the sex act and the intimate relationship we shared. I would often end up at an emotional crossroads when you were summoned to perform sexual duties. No matter how I told myself that you were merely performing a sexual favour and that love doesn’t enter into that equation, an acrid taste plagued me, even when I busied myself with passionate projects while waiting for you to complete your tasks. These negativities ate at my core, challenging my sanity and begging me to snatch you away from the sexual situations. A part of me wanted to possess you rather than permit you to come into your own. Yet as soon as I saw you, happy and bouncing into view, my levelheadedness and sound judgement would return. Once again, I could wrap you in my arms and surround you with my love. Although I may have seemed composed, those were indeed trying times. I had to restrain my irrationality so I wouldn’t jeopardise our E.R.O.S. statuses. Like you, I was also pushing the green-eyed monster back into its abysmal lair. Reflecting on those experiences, I’m surprised I managed to constrain myself. Don’t misunderstand me, I’m grateful for my Bahriji training and E.R.O.S. experiences – without them, I would not have been as strong or resilient. I remember Eric Hoffer, the American moral and social philosopher, who wrote, “Many of the insights of the saint stem from his experience as a sinner.” Though I don’t consider E.R.O.S. recruits and members sinners, I think our experiences were, in a way, saintly – were they not?               Well, young one (you will always be my ‘young one’), I’ll message you again. For now I bid you au revoir mon ami. I’ll be in touch.               Love,               Andy

Internet Security Breach Management System Enhancement 1) Renewal of the Monitoring System and Recruitment of Experts at the Korea

Guideline #8: Test-market your résumé. When you have completed writing your résumé, identify five to seven people whose opinions you value and ask for their honest feedback. You may want to show it to a human resource manager, an executive recruiter, or an English teacher. Ask these five to seven people if you left anything important out or if there is something that needs to be deleted. Have them look for any lingering typos or grammatical errors. When you have five to seven sets of eyes review your résumé, chances are you’ll end up with a perfectly constructed document that you can be proud of and that will do you proud!

Below are just a few of the infinite questions that, if asked with high emotion and a deep desire to seek out constructive answers, will stimulate new thoughts to resolve your job and career challenges. By asking courageous questions, your brain will come up with seemingly miraculous answers so that you’ll better manage negativity and fear. And when you better manage negativity and fear, you’ll be in a much better state of mind to pursue and land your next job. How have others effectively dealt with this problem in the past? How do I turn this problem into an adventure and meet this challenge with a positive outlook? What can I learn from this, and how can I enjoy the process? What resources are available to me in the community that will assist me in getting a new job? What do I need to research to gain better control of my future? Whom can I recruit for my job transition campaign “board of directors” that will advise me and support my efforts in a positive way? How can I be a hero to myself and others by meeting this challenge head-on with confidence and self-respect? Am I spending more time on the solution than on the problem? Am I displaying leadership qualities to the members of my family so they can be proud of me? What do I have to read to make myself a more educated job campaigner? How can I make those I love more comfortable and at ease with my situation? Whom do I have to meet so I can achieve my goals quickly?

Juba Teaching Hospital, lacks the key requirements for a hospital. For the hospital to become of quality service to the citizens, it needs to recruit a qualified licensed board of health practioners, prevent malpractice, advocate for all patients, practice aseptic techniques, must have an effective management team, and should never administer expired medications to patients.

Juba Teaching Hospital, lacks the key requirements for a hospital. For the hospital to become of quality service to its citizens, it needs to recruit a qualified licensed board of health practioners, prevent malpractice, advocate for all patients, practice aseptic techniques, must have an effective management team, and should never administer expired medications to patients".

The advice process: From the start, make sure that all members of the organization can make any decision, as long as they consult with the people affected and the people who have expertise on the matter. If a new hire comes to you to approve a decision, refuse to give him the assent he is looking for. Make it clear that nobody, not even the founder, “approves” a decision in a self-managing organization. That said, if you are meaningfully affected by the decision or if you have expertise on the matter, you can of course share your advice. A conflict resolution mechanism: When there is disagreement between two colleagues, they are likely to send it up to you if you are the founder or CEO. Resist the temptation to settle the matter for them. Instead, it’s time to formulate a conflict resolution mechanism that will help them work their way through the conflict. (You might be involved later on if they can’t sort the issue out one-on-one and if they choose you as a mediator or panel member.) Peer-based evaluation and salary processes: Who will decide on the compensation of a new hire, and based on what process? Unless you consciously think about it, you might do it the traditional way: as a founder, you negotiate and settle with the new recruit on a certain package (and then probably keep it confidential). Why not innovate from the start? Give the potential hire information about other people’s salaries and let them peg their own number, to which the group of colleagues can then react with advice to increase or lower the number. Similarly, it makes sense right from the beginning to choose a peer-based mechanism for the appraisal process if you choose to formalize such a process. Otherwise, people will naturally look to you, the founder, to tell them how they are doing, creating a de facto sense of hierarchy within the team.

COVER LETTERS Most people today, including hiring authorities, are living a high-stress life. They are being bombarded by e-mail, voice mail, U.S. mail, and junk mail. They take calls from cell phones, business phones, and home phones, not to mention the demands for attention from many other voices. Most HR managers, executive recruiters, and hiring managers are placing less and less importance on cover letters. Yes, they are still a part of the process, but they play a less significant role.

Although tapping into underground fiber-optic lines is much more difficult than tapping into a copper cable, the technique has been perfected by the NSA. For cables buried in foreign countries, the task of gaining access to them was given to a unique covert organization named the Special Collection Service (SCS), which combined the clandestine skills of the CIA with the technical capabilities of the NSA. Its purpose is to put sophisticated eavesdropping equipment—from bugs to parabolic antennas—in difficult-to-reach places. It also attempts to target for recruitment key foreign communications personnel, such as database managers, systems administrators, and IT specialists. The

Doubtless there was discussion in the teachers’ common room about which sister the latest Spencer recruit to Poplar class would emulate, Sarah or Jane. It was a close run thing. Diana was in awe of her eldest sister but it wasn’t until later in life that she forged a close relationship with Jane. During their youth Jane was more likely to put her weight and invective behind brother Charles than her kid sister. Diana’s inevitable inclination was to imitate Sarah. During her first weeks she was noisy and disruptive in class. In an attempt to copy her sister Sarah’s exploits she accepted a challenge which nearly got her expelled. One evening her friends, reviewing the dwindling stocks of sweets in their tuck boxes, asked Diana to rendezvous with another girl at the end of the school drive and collect more supplies from her. It was a dare she accepted. As she walked down the treelined road in the pitch black she managed to suppress her fear of the dark. When she reached the school gate she discovered that there was no-one there. She waited. And she waited. When two police cars raced in through the school gates she hid behind a wall. Then she noticed the lights going on all over the school but thought no more about it. Finally she returned to her dorm, terrified not so much at the prospect of getting caught but because she had come back empty handed. As luck would have it a fellow pupil in Diana’s dormitory complained that she had appendicitis. As she was being examined, Diana’s teacher noticed the empty bed. The game was up. It was not just Diana who had to face the music but her parents as well. They were summoned to see Miss Rudge who took a dim view of the episode. Secretly Diana’s parents were amused that their dutiful but docile daughter had displayed such spirit. “I didn’t know you had it in you,” said her mother afterwards.

Creative professionals know the importance of quantitative goals and how they can lead to qualitative results.

A writer might write several thousand words a week, every week, even without a compelling topic. A photographer might try for 250 photos per day. Regular practice leads to mastery, but even more important, it increases the chances of having one spectacular success. The more chips you can spread around the roulette table, the higher the likelihood you’ll hit a winner.

We have a very vast array of hands on computer technical support experience spanning twenty years as licensed Microsoft, Cisco and Novell computer network engineers. Computer Repair, Computer Service, Computer Support, Computer Consultant, Tech Support, IT Service, IT Support, PC Repair, Network Repair, Laptop Repair, Data Recovery, Disaster Recovery, Data Transfer, IT Repair, IT Consultant, PC Service, PC Support, PC Consultant, Network Service, Network Support, Network Consultant, Laptop Service, Laptop Support, IT Management, Computer Virus Removal, Computer Spyware Removal, Computer Services, Network and Wireless Installation, Server and Workstation Installation, Repair, Programming, IT Recruitment and Placement, Website Design, Website Promotion, Database Design, E-Commerce, Network Design, Network Audits, Internet Research and Sourcing, Computer Science Expert Witness, Computer Science Forensics, Disaster Recovery and Planning, Computer Consulting, Project Management, IT Department Outsourcing and Management, Maintenance Contracts, IT Audits, Free Onsite Needs Assessment, Search Engine Marketing, Search Engine Optimization, Computer Server Repair, Computer Network Repair.

It’s tempting to go it alone when leading a change initiative. There’s no one to dilute your ideas or share the glory, and it’s often just plain exciting. It’s also foolish. You need to recruit partners, people who can help protect you from attacks and who can point out potentially fatal flaws in your strategy or initiative. Moreover, you are far less vulnerable when you are out on the point with a bunch of folks rather than alone. You also need to keep the opposition close. Knowing what your opponents are thinking can help you challenge them more effectively and thwart their attempts to upset your agenda—or allow you to borrow ideas that will improve your initiative. Have coffee once a week with the person most dedicated to seeing you fail.

Recruiting is about filling the pipeline of qualified candidates with a network-driven plan and bench-strength building mindset.

Management is like sex - everyone thinks they’re good at it despite limited evidence.

The search for better, for more competent men, from the presidents of our great companies down to our household servants, was never more vigorous than it is now. And more than ever before is the demand for competent men in excess of the supply. What we are all looking for, however, is the readymade, competent man; the man whom some one else has trained. It is only when we fully realize that our duty, as well as our opportunity, lies in systematically cooperating to train and to make this competent man, instead of in hunting for a man whom some one else has trained, that we shall be on the road to national efficiency. In the past the prevailing idea has been well expressed in the saying that “Captains of industry are born, not made”; and the theory has been that if one could get the right man, methods could be safely left to him. In the future it will be appreciated that our leaders must be trained right as well as born right, and that no great man can (with the old system of personal management) hope to compete with a number of ordinary men who have been properly organized so as efficiently to cooperate. In the past the man has been first; in the future the system must be first. This in no sense, however, implies that great men are not needed. On the contrary, the first object of any good system must be that of developing first-class men; and under systematic management the best man rises to the top more certainly and more rapidly than ever before.

If that sounds cultish, I’m unapologetic. When organizations talk about creating an innovative business culture, a lot of people focus on the external symbols. The ping-pong and foosball tables in the office, the team-building Thursday beers after work, the company ski weekends, and the anything-goes dress code. At TMHQ we have all those things. But they are marginal to what we are really about. A culture is built up over months and years of good practice, questioning, and improvement. Of doing things the right way and having anyone who comes into the group or participates in an event recognize what that means. Culture is all the things that happen in an organization when the boss isn’t looking. Tony Hsieh describes, in his book Delivering Happiness, how he built his online shoe business Zappos by concentrating on service and integrity above all else. “Your personal core values define who you are,” he argued, “and a company’s core values ultimately define the company’s character and brand. For individuals, character is destiny. For organizations, culture is destiny.” I think that’s true, and doubly so when you are “delivering happiness” as an experience that asks people to take on and display some of the virtues of that culture themselves. In this sense, we believed, in our initial phase of recruiting, that a candidate’s previous career path and qualifications were less important than his or her willingness to embrace our credo. Though we had no experience in event management, the plan was never to go out and hire people from the event industry. We had obstacles where participants jump through flames and we feared the first thing an outside event person might instinctively do was pull out a fire extinguisher.

While hiring, look for candidates who have been laid off, or who took extended paternity or maternity leave to be with their kids in their growing years. Not only will it give you an excellent hiring experience, in terms of lower joining attrition rate and shorter recruitment cycle, but it will also ensure higher retention rate. People who get laid-off are not bad people or non-performers, it is just that they didn't fit into the culture of one organization or that particular organization couldn't afford them (cost-cutting). Such people deserve to be looked differently and given another chance. People who take an extended break to take care of their infants are career oriented people with a temporary shift in their priorities, do not make it look permanent.

Nipsy Jhamb - Responsible for managing HR Operations, HRIS, Benefits, and Recruiting for a global organization specifically designing, aligning and executing a global HR business strategy into the operating fabric of the Firm. Consult with senior business leader across a full spectrum of HR areas, especially in talent programs, total rewards, executive compensation, global integration, etc.

Third, I really want to be here. I’m a fitness junkie, having run three marathons and participated in two Tough Mudder races. I truly believe in your mission of the gamification of exercise and I’m constantly coming up with ways of making exercise more fun. I’ve even recruited several of my anti-exercise friends to regularly workout—and enjoy it.

First of all, I have several years of experience as a PM, and I’ve consistently shown success in the role. I’ve launched four critical features from scratch in that time, and was rated the top PM at my company. This is what led to my current hiring manager recruiting me to his team.

Don’t Invent Job Titles I used to make up job titles because, as a bootstrapper, I didn’t particularly care what someone’s title was. I didn’t want it to matter—but it really does. When we realized we needed an architect to scale our infrastructure at Drip, we asked our internal recruiter to hire for the job of “Senior Scaling Architect.” She eventually talked us into the title of “Senior Architect.” Why? Because when she ran the data, she couldn’t find enough salary information on the title we’d given her. Not only that, but if we’d used a made-up job title, qualified candidates wouldn’t have known what we were hiring for. There are standard SaaS job titles. Use them. Your ideal candidates have saved job searches for things like “Engineer,” “Customer Service Lead,” and, yes, “Senior Architect.” Ignoring that makes it harder to connect with people searching for the job you’re hiring for. It also does a disservice to whomever you end up hiring. They’ll have a much tougher time explaining their qualifications to their next employer when their job title was “Code Wizard” rather than “Senior Engineer.” Although a treatise on organizational structure is beyond the scope of this book, here’s a typical hierarchy of engineering titles (in descending order of authority) that can be easily translated into other departments: Chief Technical Officer VP of Engineering Director of Engineering Manager of Engineering Senior Software Engineer Software Engineer Junior Software Engineer Entry-Level Software Engineer Note: These titles assume the typical path is to move into management, which doesn’t have to be the case. Individual contributor titles above Senior exist, such as Principal Engineer and Distinguished Engineer. But for the sake of simplicity, I’m laying out the above hierarchy, which will work for companies well into the millions of ARR. Another note on titles: be careful with handing out elevated job titles to early employees. One company I know named their first customer service person “Head of Customer Success.” When they inevitably grew and added more customer service people, they didn’t want him managing them and ended up in a tough situation. Should they demote him and have him leave? Or come up with an even more elevated title for the real manager?

HR isn't merely resource management; it's the art of nurturing the seeds of success within every organization, fostering growth and prosperity.

Make things happen. Get things done. Life's easy when you manage expectations!

As a top talent recruiter, despite the rule, it doesn’t stop you to have more applications than what you need. However, at the end of the day, you have to make the final decision, which is to accept one application only.

If the world’s finest fighting force assigns only its best people to a three-year challenge in recruiting, and then rewards them afterwards with promotion, why shouldn’t corporate America make HR a similar rite of passage for its most promising managers?