By Peter Earnest
Acritical determine in America's chilly battle intelligence operations, Peter Earnest is aware human nature and the way to set priorities to stick real to a undertaking. With this booklet, Earnest and bestselling writer Maryann Karinch show how middle rules of intelligence follow on to enterprise technique. belief development, loyalty, cutting edge considering, utilizing intelligence to aid difficult determination making, getting the main from human assets all are linchpins of severe enterprise method, fundamental to: Vetting, hiring, and coaching the precise workforce constructing connections with the best humans Contingency making plans working in either pleasant and adversarial territory slicing losses on the correct time whereas expanding the general win ratio With instructive examples from CIA operations and the enterprise international, company exclusive vividly illustrates the worth of the intelligence approach in modern unpredictable enterprise panorama
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Extra info for Business Confidential: Lessons for Corporate Success from Inside the CIA
Sample text
That process begins with a clear, motivating statement that expresses what you believe with conviction about your purpose as an organization. This page intentionally left blank CHAPTER TWO What Are the Right Qualities? Can you pick out a potential top performer from IQ scores, a Myers-Briggs profile, and hard skills? As you will see in the upcoming chapters, they can help. But I want to introduce more into the system of weighted variables that helps you create a profile of a potential top performer.
The worst possible examples are people like Bernard Madoff, who dazzled investors with unbelievable returns. Why didn’t people see him as a comic book “hero” of finance— doing the impossible, so that it must, indeed, be impossible? On a less dramatic scale, companies commonly sabotage their own success by rewarding the people who do backflips in the end zone after scoring a touchdown. These are people who refer to themselves as star performers, rather than wait for kudos from people who appreciate their work.
Like the Agency’s Clandestine Service, you want to focus on hiring officers: people who have the right qualities so they can make a difference in your company through sound decision making and well-reasoned action. Hiring those top performers reflects the reality that a core group of individuals have the most influence in any organization. The number of those high-end contributors is disproportionate to the number of total employees, but you want to do everything possible to shrink the discrepancy.