Tag: BGI

[Land O’Spin] How to Find Great Talent: Susan Boyle and Other Discoveries

The key to assessing talent is to suspend judgement and belief, and closely observe what people do – not what they say they’re going to do, what they said they did, or the packaging or wrapper on how they present what they do / did / or will do. It is a hard thing to do for some at first, but surprisingly easy as you practice it. When you get to the point where – like a sing-a-long ball on a sing-a-long musical, you can strip away all the façade and assess talent for what it really is.

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[The Barclays iShares and Genentech Acquisitions] Deals Are Done – Now Comes the Fun

CVC Capital and Roche both face similar employee acquisition issues if you distill it down and put it in simple terms: who is a keeper, and we want them to stay, and who is not a keeper, and we don’t care – or perhaps we prefer – if they go. And note there are likely several middle grounds, including employees the new owners would like to stay awhile, but perhaps not forever.

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[Land O’Spin] On the (Mini) Beach

I don’t know if it’s my low-grade fever, or the horizontal viewing angle from two days in bed, but it seems that Treasury Secretary Timothy Geithner (or his handlers) continue to struggle to find the setting that works for him. Like John McCain behind a teleprompter, the settings in which Geithner has been placed: speaking behind teleprompters, testifying behind those long tables on the Hill, on-camera and off, and standing and speaking extemporaneously at press conferences have all bounced.

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[New Rules] 5 Landmines to Sidestep When Changing Jobs

Landmine Explosion during UNMIN Training

Changing jobs in today’s economy is tough enough without adding complexity. But something as seemingly straight forward and simple as moving from one organization to another for a job change can get sketchy if you manage to make some highly avoidable mistakes.

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[Land O’Spin] What’s YOUR Test Score?

Employment testing is great if it predicts performance in a role. If it doesn’t then test results are suggestive at best, and like firearms, not something that should be in the hands of kids or amateurs. And while, as my former boss Magnus Lundberg might observe, testing diagnoses what’s in somebody’s head, it misses what is in somebody’s heart. And since success is frequently a matter of both head and heart, it misses a good chunk of the story.

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[Land O’Spin] Addition by Subtraction

What I do know however is while it’s not unusual to have some churn at any firm, significant executive turnover in a business that had been formerly achieving strong results is in my experience a flag that the problems are likely above – managers senior to somebody like an exec like Terry Watson – that the this churn is likely to continue until that area gets sorted out.

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[Land O’Spin] I’ve got it, I’ve got it, what is it?

Why is getting good at this assessment business important? Because with those two abilities nailed – getting good at noting behaviors and knowing what to look for – you can begin to do some serious, highly suggestive (heading toward predictive) assessing on a number of things: employee hiring, employer preferences, choosing a spouse/partner, even selecting a school for your kids to attend.

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[Land O’Spin] Paging Jane Higa

We all get asked to make assessments– a more polite word for judgments – and frankly most of us aren’t very good at it. Typically the descriptive words we use are vague at best, can get easily lost in translation from one person to another, and have their basis in some assumed sense of common underpinning qualities. For day-to-day life it works mostly – until it doesn’t – and the bump can be large and noticeable (e.g. “banking credit problem”).

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