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Lahey David. Predicting Success
Praise for Predicting Success
Chapter 1. How to Start
The Blame Game
The Office Paradigm, Revised
The Awakening
The Cost of a Bad Hire
Why Things Fail
Group Therapy
Chapter 2. How to Break Analysis Paralysis
Chapter 3. How to Lead
Allowing the Employees to Be the Best Versions of Themselves
Third-Box Thinking
Measure It, Then Do It
Using Behavior Analytics to Produce a Better Leader
What Is Predictive Index® (PI®)?
Effective Feedback Is a Second Paycheck
Do as I Do
Everyone's a Leader
Cultivating Principals
National Telcom Company Example
More Than Money
Self-Development Rules
Listening to the Results
The Leader as Introvert
Using Workforce Analytics to Find Your Next Leader
Chapter 4. How to Follow
What the Birds Know
Following Types: People Styles Meet the Facebook Crowd
The Hierarchy-Free Ideal
Better Together
Building Smarter Teams
Putting Teams to the Test
Talk About It
Chapter 5. How to Decide
Timing Is Everything
Facing the Unknowns
Brain Science's Decision-Making Play
Instinct Favors Intricacy
Decision-Making, Deconstructed
Evidence Beats Opinion
Decision-Making Tactics
Making a Decision with Every Tool Engaged
Decision by Job Interview: Insufficient
Why Cognition Matters
PLI®: For More Than Hiring
Chapter 6. How to Persuade
The Role of the Subconscious
Speaking from the Corps
Emulating Emo
The Stanford Prison Experiment
Asking for More
The Forbes List
Chapter 7. How to Communicate
Communication Rules
Do Unto Others
Case Study: Communication at Stanley Manufacturing, Toronto, Canada
Simplicity above All
Body Language Speaks Volumes
Communicating with Your Ears
Building Trust through Communication
Communication Tactics
Communications Leader, Lead Thyself
Barriers to Communication
Communication Tips
Chapter 8. How to Assess
Case Study: The Big Brothers Big Sisters® Organization
The Science of Human Resources
United States Government (EEOC) “Rules of the Road” for Using Testing
Behavioral Assessments
Putting Behavior Analysis on Ice
Selling Apple Pie to Americans
Motivation and Human Behavior
Asking Questions: Behavioral Surveys
Business Applications of Behavioral Science
Behavioral Assessments in Reverse
An Assessment of Behavioral Assessments
Picking a Behavioral Assessment Approach
The Productivity Ambition Matrix
Chapter 9. How to Engage
The Engagement Anxiety
Defining the Engaged Employee
Why Is Engagement Important?
Employee Engagement: A How-To
The Role Behavior Analyses Have to Play
Share the Wealth
The Microsoft Example
Employee Engagement in Down Times
Chapter 10. How to Resolve
The Cost of Conflict
Conflict Is “Good”
The Psychology of Conflict
Laughter's Long Legacy
Think About It
The Predictive Index®, Explained
The ISAT™/SSAT™, Revealed
On-Ice Application
The Predictive Index® and the Social Profit World
Transitioning from Boredom to the Top
Leadership Development and Deconflicting
Conflict 101
Stories of Success
Making the Perfect Pick
Conclusion: How to Finish
Intergenerational Management
Identifying Your Pink Dolphins
EQ: The Missing Link in Employee Testing
Necessary Endings
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Отрывок из книги
PEOPLE. THEY ARE AT THE CORE OF everything a business does. How we work and communicate has been an area of study in North American corporate circles for decades. An avalanche of research describes an evolving global business landscape that will soon be populated by workers in jobs for which they are “mismatched,” workers who live with an entitled view and disconnected workers whose skills aren't properly taken advantage of. These workers then must labor under the direction of so-called leaders whose own managerial talents are lacking a fistful of essentials – including the small matter of understanding how to get the most out of their workforce. Oh, and this is against the backdrop of weakening international economies, widespread unemployment, and spiritually bankrupt political players. Yoga breath now.
This is good news. This is what opportunity looks like. This is a chance for the tough to get going and the wheat to start drawing up separation papers for the chaff. If everyone is thriving, after all, how can any single organization stand out from its competitors? It is from an environment of uncertainty and despair that the truly phenomenal emerge.
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On average, research from business information firm Dun & Bradstreet reports, it costs some $90,000 to attract, identify, hire, and train an employee whose managerial position pays $60,000. For a staff of 10 employees, that's $900,000. Still, it took an alarming amount of the world's time to come around to this reality and to finally pay this most critical ingredient of the recipe – considering its potential to impact an organization's fortunes – the attention it warrants. When a CEO sees the real ROI on preventing bad hires, it catches her attention.
And so the first step to ensuring future success for an organization is to get a grip on the human resources that power it. Managers misunderstand the value of the individuals that populate their company break room at great risk and expense. Research demonstrating the cost of a mismanaged workforce – and the value of a well-managed one – abounds.
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