Top positive review
"Selecting A players and removing C players"
on April 15, 2001
"After studying literally thousands of successful and failed careers, and over one hundred successful and failed companies, one overriding factor emerges: talent. Human capital. The single most important driver of organizational performance and individual managerial success is talent. The ability to actually do what every company and every manager professes to do-hire the best-is what distinguishes premier companies from mediocre firms, successful versus ordinary careers. The vast majority of organizations and managers simply can't figure out how to overcome the many obstacles to packing their team with A players...Topgrading shows you how premier companies such as General Electric gain a talent advantage, how every manager can benefit from learning leading-edge techniques. Jack Welch, Chairman and CEO of GE, said, 'The reality is, we simply cannot afford to field anything but teams of A players.'"
In this context, Bradford D. Smart;
* defines topgrading in simple terms and then presents short examples of companies that topgrade,
* presents (i)the major pyschological and organizational obstacles to topgrading, and (ii)the best practices to overcome them,
* presents a groundbreaking quantification of the costs associated with making hiring mistakes,
* discusses the moral issues in firing people,
* examines recruitment approaches and offers improvements,
* presents you with nine keys to becoming an A player at the highest level,
* helps you fix your weaknesses, which is more important than spending additional time developing your strengths,
* explains the Chronological In-Depth Structured (CIDS)-based coaching and interview principles, and presents three case studies to apply these principles with finesse and ease,
* presents the CIDS interview model in its entirety-what it is, advanced interviewing tactics, and how to avoid employement-related legal problems.
Finally, he writes, "Everyone wants to know the key to individual and corporate success. I think I know. Forty-thousand case studies devoted to scrutinizing 50 competencies provide some clues. Jack Welch of GE asked me which, of all those competencies, was the single most important for helping someone become an A player. Larry Bossidy of AlliedSignal asked the same question. So did Ted Waitt, CEO and largest shareholder of Gateway. After the CIDS interview, managers frequently say, 'Wow, Doc, since you've been studying careers in such detail for so many years, can you give me the secret to success?' Yup. Topgrading. Selecting A players and removing C players. Because talent wins."