Publisher's Synopsis
From Chapter 1: The most common hiring mistakes seldom come from selecting unqualified people. As the saying goes, "Hire for skills; fire for attitude." The biggest mistakes come from hiring attitude problems and personality misfits. This failure is easy to understand. Very little is published on exactly how to detect attitudes during interviewing. And personality is too complicated to determine from interview questions. Twenty seven years ago when I first set out coaching business leaders, they all seemed to want to focus on one subject-the frustrations they had with a handful of their problem employees. Yet, they liked them during the interviews and honeymoon periods but then became frustrated with them for the following reasons: What is at the heart of this book: This book is a guide to understanding how to select people who are both good natured and possess the talents needed to be successful in the business world. Many of these ideas have helped me personally achieve insights into others, allowing me to become a productive leader and person. I owe much of my personal and professional success to my father. Throughout my life he was my friend, coach, mentor and teacher, he was always there for me without judgment. From an early age he instilled in me the importance of always learning and growing as a person, that quest never ends for us still here. The process of self-reflection, humility and enlightenment are qualities he taught me to respect and practice. By releasing this publication, I hope others may enjoy his insights and follow Kingsley's drive to self-empowerment through the service of others. Hiring the best people is not one sided. It serves both the person joining a strong team and the team itself. When a team is dynamic and formed with great consideration towards inspiring excellence, everyone wins. When team members are highly engaged, they think clearer, follow leadership with conviction, are more creative, and achieve previously unattainable goals. This is a rewarding experience for everyone involved. Ultimately, it is our customers and clients who receive the most amount of value from developing dynamic teams. As you read through this book, please keep in mind that at the end of the day, the work you put into building your team is for the direct benefit of those you serve.
