Building Performance Trust

Written by Nan S. Russell


You can have outstanding ideas, yet never leverage them into winning at working results. That's becauserepparttar secret behind those ideas lies in performance. Yours.

Gettingrepparttar 106951 okay to pursue your idea is directly related torepparttar 106952 level of confidence other people have in your ability to deliver it. And if you do, you will create for yourself opportunities on a regular basis. One successful idea delivery leads to another and another and another. Bigger and bigger ideas are entrusted to people who consistently turn ideas into reality.

You see, not only does an idea need to be a good one, butrepparttar 106953 idea-maker needs to be a performer who can deliverrepparttar 106954 vision. That doesn't mean you need to have executed lots of ideas before getting one approved. It does meanrepparttar 106955 base quality of your work is a deciding factor.

In twenty years of management, I've vetoed more good ideas than I've approved. Most were vetoed for one reason: performance trust. I didn't trustrepparttar 106956 person to deliverrepparttar 106957 idea they had. A mediocre idea from a strong performer will win approval over a great idea from someone with inconsistent follow-through and poor results.

If you can't dorepparttar 106958 little things, why would anyone give you bigger or more important things to do? And while every idea might not be big, it takes energy, time and resources away from other work endeavors. Not all ideas that get approved turn out to be successful. That's OK. Lots can be learned fromrepparttar 106959 ones that fail, too. Look at Edison andrepparttar 106960 light bulb. But if an idea fails because it was poorly executed, we only learnrepparttar 106961 competency quotient ofrepparttar 106962 initiator.

Out Recruit The Competition

Written by Brett M. Stevens


We hear from our clients that they “hoperepparttar candidate takesrepparttar 106950 job.” Hiring a candidate shouldn’t be a guessing game. After you interview a candidate thoroughly, and spend a great deal of time and money getting them throughrepparttar 106951 process, you should not have to worry about “landing them.”

Donald Trump was quoted as supporting paying full price for something important to you. Many deals, both in business and in personal situations, are lost over $5,000-10,000. $5,000 to $10,000 broken down over time is a small amount. Imagine losing your dream house over $5,000. That’s roughly $14 per month. That’s a tough loss. Again, if there is something you must have, pay full price and don’t let it slip away.

We recruited for a Tier One software company where many ofrepparttar 106952 candidates were also being entertained by a Big 5 consulting firm. My client wasrepparttar 106953 software company and almost always we would getrepparttar 106954 candidate (even thoughrepparttar 106955 compensation was less andrepparttar 106956 company name wasn’t as prestigious; it was becauserepparttar 106957 software company did a better job of recruiting).

Here was their typical interview process…

Attractingrepparttar 106958 Right Talent: *An Executive Recruiter was always used *There is something about being “recruited” that makes a candidate feel special *They moved quickly from resume to first telephone interview

Transportation: *They arranged for excellent travel accommodations; flying better airlines at better times *They arranged to haverepparttar 106959 candidate picked up atrepparttar 106960 airport by a limo service

Enteringrepparttar 106961 Building: *They had a welcome sign atrepparttar 106962 door withrepparttar 106963 candidate’s name on it *The receptionist was expectingrepparttar 106964 candidate and made him feel important

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