Hiring & Evaluating Team Members - Part VI
Two primary responsibilities of leadership are selecting people to join our team, and routinely evaluating each team member’s performance going forward from the date of hire.
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Hiring & Evaluating Team Members - Part V
These past several weeks, we have discussed two principle responsibilities of leadership: selecting people to join our team, and routinely evaluating each team member’s performance going forward from the date of hire.
Hiring & Evaluating Team Members Part IV
We have recently been discussing two principle responsibilities of leadership: selecting people to join our team, and routinely evaluating each team member’s performance going forward from the date of hire.
Hiring & Evaluating Team Members - Part III
As discussed previously, two principle responsibilities of leadership are selecting people to join our team, and routinely evaluating each team member’s performance going forward from the date of hire.
Hiring & Evaluating Team Members - Part II
As discussed last week, two principle responsibilities of leadership are selecting people to join our team, and routinely evaluating each team member’s performance going forward from the date of hire.
Over the past couple of decades, we have coached through eight key characteristics for selection and evaluation of personnel. The eight attributes consist of 5 character attributes: Available, Faithful, Teachable, Enjoyable, Responsible; and 3 technical capabilities: Administrative, Communication, and Technical skills.
2012 National Telly Award and International W3 Award Winning Video Production
Hiring and Evaluating Team Members
Two principle responsibilities of leadership are selecting people to join our team, and routinely evaluating each team member’s performance going forward from the date of hire. We are often asked for input regarding both aspects of this leadership responsibility.
Behind the Brand
In working with clients who desire to achieve market leadership, we are often asked to help a potential client "improve their brand." By this, what is often meant is, "improve our image." However, what matters even more is the substance behind the external "visible" brand (visible "image").
It Runs Downhill
We all have heard the populist axiom, usually in the negative, “It runs downhill.” Sure enough. Here are two examples:
Company “A”
Change Your Brain
Sometimes our mind plays tricks on us. When presented with a leadership opportunity we can easily default to the attitude of projected defeat as we hear the words come out of our mouth, “I can’t do that…”
While we do indeed face real limitations at points in our life, sometimes our reluctance is the result of a rehearsed attitude rather than due to any legitimate obstacle to achievement.
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