{"product_id":"who-isbn-9780345504197","title":"Who","description":"In this instant \u003ci\u003eNew York Times\u003c\/i\u003e Bestseller, Geoff Smart and Randy Street provide a simple, practical, and effective solution to what The Economist calls “the single biggest problem in business today”: unsuccessful hiring. The average hiring mistake costs a company $1.5 million or more a year and countless wasted hours. This statistic becomes even more startling when you consider that the typical hiring success rate of managers is only 50 percent. \u003cbr\u003e\u003cbr\u003eThe silver lining is that “who” problems are easily preventable. Based on more than 1,300 hours of interviews with more than 20 billionaires and 300 CEOs, Who presents Smart and Street’s \u003cu\u003eA\u003c\/u\u003e Method for Hiring. Refined through the largest research study of its kind ever undertaken, the \u003cu\u003eA\u003c\/u\u003e Method stresses fundamental elements that anyone can implement–and it has a 90 percent success rate.\u003cbr\u003e\u003cbr\u003eWhether you’re a member of a board of directors looking for a new CEO, the owner of a small business searching for the right people to make your company grow, or a parent in need of a new babysitter, it’s all about Who. Inside you’ll learn how to\u003cbr\u003e\u003cbr\u003e• avoid common “voodoo hiring” methods\u003cbr\u003e• define the outcomes you seek\u003cbr\u003e• generate a flow of A Players to your team–by implementing the #1 tactic used by successful businesspeople\u003cbr\u003e• ask the right interview questions to dramatically improve your ability to quickly distinguish an A Player from a B or C candidate\u003cbr\u003e• attract the person you want to hire, by emphasizing the points the candidate cares about most\u003cbr\u003e\u003cbr\u003eIn business, you are who you hire. In Who, Geoff Smart and Randy Street offer simple, easy-to-follow steps that will put the right people in place for optimal success.“Seventy percent of the game is finding the right people,  putting them in the right position, listening to them, and alleviating what gets  in their way. Who\u003ci\u003e \u003c\/i\u003eis a practical guide to making sure you get the right people to  start with! Excellent advice and guide.”\u003cb\u003e–Robert Gillette, president and CEO, Honeywell  Aerospace\u003c\/b\u003e\u003cbr\u003e\u003cbr\u003e “Geoff Smart and Randy Street have done an amazing job distilling the  best advice from some of the world’s most successful business leaders.”\u003cb\u003e–Wayne Huizenga,  founder, Blockbuster Video\u003c\/b\u003e\u003cbr\u003e\u003cbr\u003e “A great read–it really is all about finding, keeping,  and motivating the team.” \u003cb\u003e–John Malone, chairman, Liberty Media Corporation\u003c\/b\u003e\u003cbr\u003e\u003cbr\u003e “The  key point in this book is that those of us who run companies should include who decisions  near the top of the list of strategic priorities.”\u003cb\u003e–John Varley, group chief executive,  Barclays\u003c\/b\u003e\u003cbr\u003e\u003cbr\u003e “Who\u003ci\u003e \u003c\/i\u003eis the only book you need to read if you are serious about making  smart hiring and promotion decisions. It is the most actionable book on middle- and  upper-management hiring that I’ve read after twenty years in HR.”\u003cb\u003e–Ed Evans, executive  vice president and chief personnel officer, Allied Waste Industries\u003c\/b\u003e\u003cbr\u003e\u003cbr\u003e “I wish I had  this book thirty years ago, at the beginning of my career!”\u003cb\u003e–Jay Jordan, chairman  and CEO, the Jordan Company\u003c\/b\u003e\u003cbr\u003e\u003cbr\u003e “This book will save you and your company time and money.  In business, what else is there?”\u003cb\u003e–Roger Marino, co-founder, EMC Corporation\u003c\/b\u003e\u003cbr\u003e\u003cbr\u003e “You’ ll find yourself nodding yes, saying ‘That’s right,’ and thinking, Oh, I’ve been  there, all the way through this grand slam of a book. Whether you’re starting a company  or running a part of a big one, the level of success you achieve is almost always  a result of choosing the right people for the right jobs at the right time. It’s  all about the who!”\u003cb\u003e–Aaron Kennedy, founder and chairman, Noodles \u0026amp; Company\u003c\/b\u003eGeoff Smart is the chairman and CEO of ghSMART, the management assessment firm for CEOs and investors.\u003cbr\u003e\u003cbr\u003eRandy Street is the president of ghSMART Executive Learning and a top-rated international public speaker.Your #1 Problem\u003cbr\u003e\u003cbr\u003e\u003cb\u003eW\u003c\/b\u003ehat does a \u003ci\u003ewho \u003c\/i\u003eproblem look like? \u003cbr\u003e\u003cbr\u003eRemember the \u003ci\u003eI Love Lucy \u003c\/i\u003eepisode where Lucy and Ethel find work at a candy factory? They’re supposed to be wrapping chocolates, but they can’t keep up with the pace. So instead of letting the candy pass them by, they start shoving it into their mouths, down their shirts, and anywhere else it will fit. That’s when a supervisor looks in and congratulates the new hires on the empty conveyor belt. Then she calls to someone in the next room, “Speed it up!” And with that the chaos \u003ci\u003ereally \u003c\/i\u003eensues. \u003cbr\u003e\u003cbr\u003eYou could spend countless hours trying to optimize the line, but that wouldn’t get to the heart of the matter. The supervisor didn’t have a conveyor problem. She had a Lucy problem. \u003cbr\u003e\u003cbr\u003eThe Lucy problem is a \u003ci\u003ewho \u003c\/i\u003eproblem, but chances are yours is neither as funny nor so far down the chain of command. As an engineering friend of ours often laments, “Managing is easy, except for the people part!” \u003cbr\u003e\u003cbr\u003eIn an October 2006 cover story, “The Search for Talent,” \u003ci\u003eThe Economist \u003c\/i\u003ereported that finding the right people is the single biggest problem in business today.* We doubt that surprised most readers. The fact is, virtually every manager struggles to find and hire the talent necessary to drive his or her business forward. \u003cbr\u003e\u003cbr\u003eWe’ve all been there. We’ve all heard the horror stories of the CEO who sank a multibillion-dollar public company, the district manager who allowed his region to fall behind competition, even the executive assistant who couldn’t keep a schedule. Most of us have lived those stories and could add dozens more to the list. \u003cbr\u003e\u003cbr\u003eEven we have made bad \u003ci\u003ewho \u003c\/i\u003edecisions. A few years back, Geoff and his wife hired a nanny we’ll call Tammy to look after their children. Unfortunately, Geoff had what his six-year-old calls a “space-out moment” and neglected to apply the method this book describes when he hired her. \u003cbr\u003e\u003cbr\u003eNot many months later, Geoff was on the phone in his home office when he saw his two-year-old running naked down the driveway. He immediately hung up on his client and raced outdoors to stop his daughter before she ran into the street. Fortunately, the FedEx truck was not barreling up the driveway at that moment. \u003cbr\u003eThen Geoff went looking for Tammy to find out what had happened. All she could say was, “Well, it’s hard to keep track of all of the kids.” It is, but as Geoff explained to her, that’s exactly what she had been hired to do. Sometimes a \u003ci\u003ewho \u003c\/i\u003eproblem can mean life or death. \u003cbr\u003e\u003cbr\u003eNeedless to say, Geoff’s next nanny search commenced immediately, involved the method presented in this book, and resulted in a much better hire. \u003cbr\u003e\u003cbr\u003eThe fact is, all of us let our \u003ci\u003ewho \u003c\/i\u003eguard down sometimes. We realize how inflated resumes can be. Yet we accept at face value claims of high accomplishment that we know better than to fully trust. Due diligence, after all, takes time, and time is the one commodity most lacking in busy managers’ lives. \u003cbr\u003eGeorge Buckley grew up with adoptive parents in a boardinghouse in a rough part of Sheffield, England, went to a school for physically handicapped children, and worked his way up to becoming the successful CEO of two Fortune 500 companies, including 3M, where he works now. It’s the sort of background that breeds a healthy skepticism about resumes. \u003cbr\u003e\u003cbr\u003eWhen we met with Buckley, he got straight to the point: “One of the hardest challenges is to hire people from outside the company. One of the basic failures in the hiring process is this: What is a resume? It is a record of a person’s career with all of the accomplishments embellished and all the failures removed.”\u003cbr\u003e \u003cbr\u003eJay Jordan, CEO of the Jordan Company, told us how he once hired a candidate who looked great on paper but failed in the role. The executive demanded some feedback from Jordan on the day of his termination. Jordan didn’t want to add insult to injury, but finally couldn’t stop himself from saying, “Look, I hired your resume. But unfortunately, what I got was you!” \u003cbr\u003e\u003cbr\u003eDue diligence is also lacking in what Kelvin Thompson, a top executive recruiter with Heidrick \u0026amp; Struggles, calls “the worst mistake boards make–the ‘la-di-da’ interview: nice lunch, nice chat. They say this is a CEO, and we cannot really interview them. So you have a board who never really interviews the candidates.” \u003cbr\u003e\u003cbr\u003eThe techniques you will learn in the pages that follow will help everyone–boards, hiring managers at every level, even parents hiring a nanny–find the right \u003ci\u003ewho \u003c\/i\u003efor whatever position needs filling. The method will do the due diligence for you. It lets you focus on the individual candidates without losing sight of the goals and values of your organization. \u003cbr\u003e\u003cbr\u003eBefore our method can work to its optimal level, though, chances are you might have to break some bad hiring habits of your own.\u003cbr\u003e\u003cbr\u003e* \u003ci\u003eThe Economist, \u003c\/i\u003eOctober 7—13, 2006.Solve your #1 problem ; [quote]--Marshall Goldsmith, author of What Got You Here Won't Get You There","brand":"Ballantine Books","offers":[{"title":"Default Title","offer_id":46303976358117,"sku":"NP9780345504197","price":31.0,"currency_code":"USD","in_stock":false}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/1842\/7735\/files\/9780345504197.jpg?v=1767744175","url":"https:\/\/k12savings.com\/products\/who-isbn-9780345504197","provider":"K12savings","version":"1.0","type":"link"}