Tài liệu Practice Made Perfect 14 doc

108 PRACTICE MADE PERFECT

important than the others. It’s important to evaluate what moti￾vates them—people, data, or things. In other words, do they tend

to be more social or more attached to their computers? Are they

hands on or hands off?

It’s important to evaluate personality to ensure the candidate fits

your benchmark for the position and is compatible with the culture

you’re trying to create. Some critical criteria include:

! Self-reliance. Is she a collaborator or independent? Submissive

or assertive?

! Process orientation. Is he innovative or orderly and predictable?

Reactive or organized?

! Work style. Is she analytical and self-sufficient or group-oriented

and outgoing?

! Social skills. Can he take criticism or does he overreact? Does he

have passion or is he a dullard? Is he frank?

Most leadership positions require a blending of these attributes.

But before hiring, you should establish a benchmark of the optimal

characteristics for that specific job, a blend that will suit the job, suit

you, and suit your organization.

Failure to establish measurable criteria for evaluating perfor￾mance and to tie compensation to expectations. Being clear about

what you expect your CEO to accomplish is vital both to the hir￾ing process and to your ongoing management efforts. If you do not

know specifically what you want someone to do, how can you know

if you’ve found the right person? Sure, part of a CEO’s job typically

is to help devise a strategy for your business and then to build the

team to implement it. Those are specific tasks that require specific

skills. But as the owner, you can’t delegate all strategic planning to

a CEO; you need to have a clear vision of where you want the busi￾ness to go.

At this point, your challenge is to decide whether you should

serve in the management role, the leadership role, or both. Between

your vision for the practice and its fruition lies a long shadow: a

shadow of doubt, of ability, of time. If your time is better spent on

client service or on business development, then try not to let your