Mostrando postagens com marcador RH. Mostrar todas as postagens
Mostrando postagens com marcador RH. Mostrar todas as postagens

segunda-feira, 13 de junho de 2016

7 Interview Questions For Measuring Emotional Intelligence

Emotional intelligence involves self-awareness, self-regulation, motivation, empathy, and social skills. In other words, it's a complicated amalgam that hiring managers have a hard time testing for. As a result, many fall back on gut instincts and subjective impressions.
It isn't always a smart move to leave something so important to such faulty measures. When a candidate has these qualities, they can work well with others and lead change effectively, so it's no wonder why organizations are placing a higher priority on emotional intelligence. And fortunately, even the traditional interview format can be retooled to test for it.


Just about every smart interview candidate has figured out how to appear highly emotionally intelligent, whether or not they actually are. For hiring managers looking to tell a great performance from genuine attributes, a helpful first step is to get out of the office. Go to a quiet coffee shop, park, or some other place where you won’t be interrupted. That can help get your candidate off guard a bit without making them overly uncomfortable. Then ask these seven questions.

1. What Bothers You Most About Other People?

Instead of asking that outright, you might tell a quick anecdote about a family member or colleague who annoys you. Then ask if there's anyone at the candidate's last job who really bothered them and how they dealt with that.
Of course, a savvy candidate will focus on solutions—like how they've smoothed that relationship over—but it can still give you valuable insight into how they perceive other people. You'll probably also learn something about how well they understand the effect of their behavior on others (and its limits).

2. Tell Me About A Day When Everything Went Wrong

Here, too, you can start out by giving them an example of one of your days from hell. It isn't about feeding them a scenario you're looking for your interviewee to spit back; you're just modeling the type of situation you want to hear them reflect upon.
So don't just ask them to describe a bad day; ask how they dealt with it. Does it seem that they dwelled on the problem or blamed others (even if they put it differently), or really looked for solutions? Listen for evidence of any surefire coping mechanisms. You want to hire someone who's got the flexibility to deal with uncertain and unpredictable situations—a hallmark of emotional intelligence.


3. Tell Me About A Colleague You Really Got Along With And Why You Think You Did

The relationships people build with others can tell you a lot. For that matter, so can the way they perceive those relationships. Based on the candidate's account, how do they see themselves, and what do they value in others? You'll also get some insight into your interviewee's self-awareness. Humor, unless it's sarcastic and demeaning, is always a good sign. If the relationship they describe sounds too formal and humorless to be true, it probably is.

4. What's Something That You Can Teach Me?

This can set an interviewee off their footing a bit, but in a good way. Ask questions that indicate your lack of understanding and really press for details in the explanation. As you do, does your job candidate seem to fight back frustration and impatience—in their facial expressions, body language, and tone of voice? Or do they ask more questions in order to gather information about what it is you don’t get?
Are they able to explain the idea simply and rework their approach to clarifying things when it becomes clear you're still confused? A highly emotionally intelligent candidate naturally assumes responsibility for getting their ideas across. The opportunity to share their knowledge and teach others is exciting, not stress inducing, and takes communication skills that this type of person loves to hone.

5. Tell Me About Someone You Admire And Why You Do

Consciously or otherwise, we tend to model some of our behaviors after those we admire. Ask your interviewee to reflect on that. Is the object of their admiration a "people person," someone who inspires and encourages others, or more of a tactical thinker who's better left down in the weeds, working things out on their own? There are no categorically wrong answers here, and sometimes the person a candidate says they admire reflects attributes they wish they possessed, not those they do.
All this is useful to find out. Listen carefully, then dig further by asking if there's anything they've picked up from the person they admire. You can even ask whether there's anything about that person the interviewee doesn't like, in spite of the things they do.

6. What's One Thing You're Really Proud Of And Why?

This one's good to leave open-ended, although you can offer an example of something you've personally achieved in order to get them started. It can be related to their career but doesn't need to be. When the candidate talks about their achievements, do they include and credit others, or are they a one-person show?
Do they talk about how it made others feel—the validation and support they got from family, friends, and coworkers who helped them along the way and celebrated their success? Sometimes great accomplishments really are individual wins, but emotionally intelligent people know that nothing really meaningful ever happens in a vacuum.

7. If You Ran Your Own Company, What Kinds Of People Would You Hire And Why?

This will give you a view into what your interviewee values in others and on teams. What sorts of people do they prefer to work with? Do they focus on the people or the outcomes? What's their style of relating to and managing others in order to accomplish shared goals? Do they like to work closely with others, or do they prefer to work independently?
The more you can get away from the traditional interview model, which is mostly geared to probing a candidate's past experience, the better insight you can gain into their emotional intelligence. This means being creative—ask hypothetical questions and don't hesitate to share your own views and experiences.
That can help get a candidate to open up and offer their own candid (rather than scripted) perspective on the things that will matter most in a real work environment. These seven questions are great to start with, but they're only a jumping-off point for measuring emotional intelligence, so don't hesitate to adapt them. You might even make better hires if you do.

Related: This Is The One Surprising Interview Question You Should Definitely Ask


Fonte: Fast Company

terça-feira, 12 de janeiro de 2016

Creating A Personal Masterplan

“Know how to choose. Most things in life depend on it. You need good taste and an upright judgement; intelligence and application are not enough. There is no perfection without discernment and selection.”
Baltasar Gracian, philosopher and aphorist

To achieve what you want in life, you generally need to do three things:
1.     Identify what you really want. (Not what others want or what you think you should want.)
2.     Decide what’s most important, so you can start working on it.
3.     Act to make progress on your most important priorities.

Creating a “Personal Masterplan” is the best way I’ve found to stop dreaming about what you want and start making progress.

What Is A Personal Masterplan?
A “Personal Masterplan” is a short planning document that captures what you want to achieve most within the next three years, then systematically breaks down those goals into the most important actions you need to take this week in order to achieve them.
Once you’ve created your Masterplan, planning your day is a simple matter of choosing 2-3 things to accomplish today from your weekly list (your Most Important Tasks), then doing them before you do anything else that day. Why the three-year time horizon? Simple: it’s short enough to be able to visualize clearly, but long enough for you to be able to make drastic changes and accomplish major goals. It’s a good rough estimate for the “foreseeable future,” which makes it useful for this type of planning exercise. Writing down your goals and having a clear plan of action is critical if you want to make the best use of your finite time and energy. This process is the most effective means I’ve found to identify what I really want and focus on what really matters. After creating your Masterplan, you’ll be amazed at how clearly you’ll be able to visualize what you want to achieve and what you need to do right now to move forward.

Phase #1: Dreaming on Paper
First, you’ll need to spend some time thinking of all of the things you’d like to accomplish. The best way to do that is to write down everythingyou think you’d ever (even remotely) like to do, without editing or censoring yourself in any way.
It’s easier to prune your list of active projects than to feel vaguely uncertain if you’ve captured everything, so err on the side of completeness.
Also err on the side of being completely honest with yourself about what you want: if your lists contain things you’d be embarrassed about if someone else reads it, you can always destroy your notes when you’re done.

1.1: Gather Materials
For this exercise, you’ll need at least 5 sheets of paper, your favorite writing instrument, and at least an hour of uninterrupted personal time. (Depending on how deep you go in this process, it can take longer: 2-3 hours is typical. It’s a great process to go through over the course of a long lunch break or similar block of time alone.)
Label each piece of paper paper as follows:
·         Health / Fitness
·         Relationships
·         Skills / Personal Growth
·         Wealth / Career
·         Enjoyment
Resist the temptation to do this on your computer: there’s too much potential for distraction, and writing longhand will help you think in a more relaxed way.

1.2: Brain Dump
Pick up one of the papers, consider the topic area, and ask yourself the following question:
“What are all of the things I might want to accomplish in this area within the next three years?”
Write down everything that comes to mind - avoid self-editing as much as possible. Think and write as fast as you can, and fill all five pieces of paper with as many ideas as you can muster.

1.3: Apply the “Five-Fold Why”
Once you’re done, go back and read over one of your lists. Look at each desire you’ve recorded and ask yourself:
“Why do I really want this?”
When you think of an answer, ask yourself the question again. You should ask yourself this question at least five times or until you absolutely can’t come up with another answer. (That usually comes in the form of a reply like “because I want to.”)
When you’ve reached this point, ask yourself:
“Is the original wording of this goal the best way to capture the essence of what I actually want?”
The point of this step is to help you question your assumptions and focus on the true intent of each of your goals instead of getting caught up in arbitrary specifics or social conditioning.
For example, many people have the goal of earning an arbitrary large sum of money. (Let’s say $10 million.) After asking themselves why, they often find that it’s freedom or security they really want, and they don’t need need $10 million to achieve their true objective, making their desire attainable in a much shorter period of time. A better goal might be to find a reliable way to earn enough income to meet their financial needs using a minimum of time and energy, thereby giving themselves the freedom to invest their time as they see fit.  Once you know the root of your desires, you can go about pursuing them in a more effective manner.

1.4: Is it Positive, Immediate, Concrete, and Specific? (PICS)
To ensure your goals are well-formed and clear, ask yourself:
“Is this desire Positive, Immediate, Concrete, and Specific?”
Positive is something you can pursue vs. something you want to avoid. “I want to exercise every day” is positive. “I want to stop sitting on the couch all day” is not.
Immediate is something that you can pursue now vs. something that might happen in the future if other things happen first. “I want to land a lead role in a movie” is immediate. “I want to become a famous actor” is not.
Concrete is something that can be defined in objective terms. “I want to visit Russia this year” is concrete. “I want to travel the world” is not.
Specific is something that has defined parameters. “I want to earn at least $8,000 each month” is specific. “I want to make a lot of money” is not.
Rewrite your desires in Positive, Immediate, Concrete, and Specific language. If you can’t, discard that desire for now by crossing it off.

1.5: Is it Ambitious, Meaningful, and Exciting? (AME)
This step ensures you’re stretching yourself and engaging your emotions appropriately in forming your goals. Ask yourself:
“Is this goal Ambitious, Meaningful, and Exciting?”
Most of us are far too conservative when it comes to planning for the future. If your desire doesn’t push your limits and give you a strong sense of anticipation, reword it until it does.
Here’s an example of a well-formed goal:
Within the next three years, I want to write a book about {TOPIC} and sell 20,000 copies worldwide.

Phase #2: Focusing Your Efforts
2.1: Pruning Your Lists
As tempting as it is to try to accomplish everything on your lists all at once, it’s far more productive to consciously restrain yourself so that you can focus your time, energy, and attention on just a few important things at a time.
When you divide your efforts and attention across several projects, it’s difficult to achieve the critical mass of thought and action necessary to accomplish what you set out to achieve.
By temporarily eliminating non-critical projects, you’re freeing yourself to focus on the small core of projects that are most important to you right now, allowing you to accomplish more with less effort.
The goal of this phase of the Masterplanning process is to reduce your list of active goals to five:
1.     One health / fitness goal
2.     One relationship goal
3.     One skill acquisition / personal growth goal
4.     One wealth / career goal
5.     One enjoyment goal
By focusing on these five goals, you’ll enjoy the benefits of a productive, sustainable, and balanced life.

2.2: Choosing What’s Most Important
Pick up one of your lists and ask yourself the following question:
“If I could only accomplish half of these things in the next three years, which ones would I choose to accomplish?”
Cross out the goals that don’t make the cut.

2.3: Recursive Elimination
Apply the same selection process to your remaining goals:
“If I could only accomplish half of these things in the next three years, which would I choose?”
Again, cross out all of the goals that don’t make the cut. Continue asking this question until you have one goal remaining, hen move on to the next list.

2.4: Build Your “Someday / Maybe” List
Don’t completely discard the goals you decide aren’t important enough to focus on right now: they’re still useful, since they represent things you’d like to do at some point in your life. Place your items on a “Someday / Maybe” List so you can easily refer to them at a later date. (For more on “Someday / Maybe” lists, read Getting Things Done by David Allen.)

2.5: Finalize Your Most Important Goals
At the end of this phase, you’ll have five goals you’ve identified as the accomplishment that will make the largest positive difference in your life. These goals will form the basis for the next phase in the process: creating an action plan that will help you achieve them quickly.

2.6: Self-Check - How Do You Feel?
After making these edits, check your current emotional state - how do you feel? If you’re excited, happy, and relaxed, you’re on the right track, and the goals you have are well-formed. If you’re feeling overwhelmed, depressed, anxious, or apathetic, re-examine your choices before moving onto the next phase.

Phase #3: What Can I Do Right Now?
Now that you’ve identified your single most important goal in each of the five areas, it’s time to use them to build an action plan you can use to decide what to spend time doing right now. The process is simple: we’re going to break down your long-term goals into manageable steps you can accomplish immediately.

3.1: Define Objectives For This Year
For each of the five objectives, create a single goal that expresses the most important thing you can do to move yourself towards the accomplishment of the three-year goal in the coming year.
Example Three-Year Goal: “Within the next three years, I want to create a cash-flow positive business that allows me to earn at least $10,000 each month.”
Example One-Year Goal: “I want to launch my online waffle iron store and generate at least $3,000 in profit per month before January 1 of the coming year.”

3.2: Define Objectives For This Month
Once you know what you need to accomplish this year, define what you need to accomplish this month to keep you on track:
Example One-Year Objective: “I want to launch my online waffle iron store and generate at least $3,000 in profit per month before January 1 of the coming year.”
Example Monthly Objective: “I will launch the new WaffleMaster 5000 via an online and direct marketing campaign by the end of this month.”

3.3: Define Objectives For This Week
Once you know what you need to accomplish this month, define what you need to accomplish this week:
Example Monthly Objectives: “ I will launch the new WaffleMaster 5000 via an online direct marketing campaign by the end of this month.”
Example Weekly Objective: “This week, I will develop three drafts of sales copy for the WaffleMaster 5000 and pre-test response rates using pay-per-click advertising.”

3.4: Test Your Objectives
Examine your yearly, monthly, and weekly goals to ensure they pass the Five-Fold Why, PICS, and AME tests. Once all of your goals have passed, review the entire list and check your emotional state. Are you excited to get started? If not, re-examine your intermediate goals and adjust as necessary until you find yourself itching stop writing and start making progress.

Phase #4: Getting the Most From Your Master Plan
Your Masterplan is only valuable if you use it. Here are a few tips that will help:

4.1: Morning Routine
Make reviewing your Personal Master Plan a part of your daily routine. I review my plan every day, immediately after exercising, showering, and eating breakfast. By reviewing your plan every day, you’ll strongly reinforce what you want to accomplish, making it easier to stay motivated and on track. Establishing this habit is critical.

4.2: Most Important Tasks
Immediately after reviewing your Masterplan in the morning, write out the two or three most important tasks for you to accomplish that day, then commit to completing them by 11:00 am, before checking e-mail or working on less important tasks. To plan your day, I highly recommend using David Seah’s free “Emergent Task Planner” worksheet. Filling out an ETP each morning is a great way to plan your day’s tasks and visualize how your time will be invested.

4.3: Weekly Review
In Getting Things Done, David Allen recommends setting aside a few hours every week to do a thorough review of all of your outstanding commitments. A few minutes of review every week will help you keep yourself clear, calm, and focused. Using this time to review your Masterplan and make updates as necessary is an excellent way to ensure your immediate actions are leading to the fulfillment of your long-range goals. You can also use this time to update your “Someday / Maybe” list as necessary.

Create Your Personal Masterplan Now
Creating a Personal Masterplan takes a few hours, but they’ll be some of the most productive hours you spend this year.
Happy planning, and good luck.


Josh Kaufman

Excellence is not an act, but a habit

What is the one thing that you have been meaning to achieve for the past year but never quite got around to? Sometimes all we need is a bit of inspiration to kick start us into action.

All you need to do is pick a goal, something you want to accomplish, and turn it into an amazing success with the help of some rousing words from the likes of Aristotle, Benjamin Franklin and Maya Angelou (your awesome spirit guides).
Contemplation: What do you want to achieve?
Okay, so maybe you got to this stage all by yourself and could do with moving on. But contemplation is an important step. You need to decide where you want to go and why!
Preparation: Plan and commit to your goal
Even if you’re eager to start right away, take some time, make a plan with lots of details and steps so you reach little goals on your way to success. Because, after all…
Action: Implement your plan and make the change
You can only hope to succeed if you get started! Now all you have to do is to take the first step and you’re on your way. Planning is fine, a to-do list is great, but...
Maintenance: Keep it up!
Remind yourself every day why you’re doing this and keep your focus on the goal. Even the best athletes, musicians and scientists didn’t get to where they are over night! What’s that you say, Aristotle?
Hurdles: You might fall down, but you will get back up!
Nothing great has ever been achieved without some kind of failure along the way, so pick yourself back up and get on with it, because after all…
(We’re also not sure whether Disraeli has been misquoted here and actually meant to say "iversity", but we’ll give him the benefit of the doubt this time…)
Success!
Achieving a long-term goal is one of the greatest feelings in the world. Well done! Take some time to enjoy it and look back on what you have achieved. Feels good, doesn’t it?

From Iversity.

quinta-feira, 20 de novembro de 2014

Melhoria Pessoal - Comentários Melhores livros 2014 segundo Strategy+Business

Christian Madsbjerg and Mikkel B. Rasmussen
The Moment of Clarity: Using the Human Sciences to Solve Your Toughest Business Problems
(Harvard Business Review Press, 2014)
Claudio Fernández-Aráoz
It’s Not the How or the What but the Who: Succeed by Surrounding Yourself with the Best
(Harvard Business Review Press, 2014)

Big data went mainstream in 2014. At the start of the year, a study by IDG found that 70 percent of large organizations had deployed or were soon to deploy big data–related projects, at an average investment of US$8 million. And analytics enthusiasts were full of sweeping predictions: Venture capitalist Vinod Khosla rankled a crowd of doctors at Stanford Medical School by declaring that data crunching could and should eliminate many of their jobs. “We are guided too much by opinions,” he said, “not by statistical science.”
Big data is touted as the holy grail of all manner of business needs: eliminating human error and wasted time in decision making; identifying prospective winners and losers long before executives can; minimizing costly hiring mistakes; and even sussing out investment opportunities, competitive advantage, and future strategy. From this perspective, big data not only can predict the future—it is the future.
Not so fast, say the authors of this year’s three best business books on honing your executive chops. The science of big data does indeed hold the potential to catalytically improve many areas of business, but they argue that the human factor still makes the difference between good and great corporate performance in the long run. The key, these authors suggest in three different ways, is understanding and harnessing the power of our own minds—in conjunction with having the right analytical data and decision-making frameworks.
This year, the three best books for honing your executive chops remind us that there’s still no substitute for human judgment.
In Left Brain, Right Stuff: How Leaders Make Winning Decisions, IMD strategy professor (and s+b contributor) Phil Rosenzweig contends that the increasing emphasis on clear analysis and calculation—the so-called left-brain skills—marginalizes the intangible “right stuff” necessary to make high-stakes executive decisions. Borrowing the phrase made famous by writer Tom Wolfe in his chronicle of the early years of the U.S. space program, Rosenzweig suggests that great decision makers must be able to summon seemingly excessive levels of confidence in their own judgment and comfort with risk to push past boundaries and achieve peak performance.
Though left-brain analysis and that less definable right stuff might seem polar opposites, for many decisions, both are essential. The question is when and how do left brain and right stuff come together? As you might expect, the author of The Halo Effect...and the Eight Other Business Delusions That Deceive Managers (Free Press, 2007) is no fan of sweeping generalizations or add-water-and-stir solutions. Nor does Rosenzweig offer his readers a simple answer in Left Brain, Right Stuff. Instead, each chapter explains a slightly different decision context and how to think through which tools are needed to make the best choice.
At the heart of the book, however, is the idea that human beings have been too sweepingly dismissed as irrational decision makers. Rosenzweig doesn’t dispute the value of decision-making models. Rather, he puts them in their proper place by walking us through a series of decisions. For example, in 2010, a U.S. division of Swedish construction giant Skanska put together a winner-take-all bid for an enormous National Security Agency contract to build a new computer facility, the Utah Data Center (UDC). Bill Flemming, the president of Skanska USA Building, had numerous factors to take into account. He needed a bid low enough to win, but high enough to earn a profit—even though the government had hemmed him in with spending caps, and his rivals were working equally hard to find the magic number. His eventual answer required a blend of left brain and right stuff. Flemming wasn’t making a choice from options he could not control: With such a long-term project, there was every possibility that Skanska could find real-time efficiencies and cut its anticipated costs. He was bidding in a competition—there could be only one winner, and performance was relative. He could draw on past history to craft the best possible bid, but whether he made the right choice would take years to become clear. And finally, as an executive at such a well-known company, he knew he had to protect its reputation.
Eventually Flemming took a leap of faith. He put in a bid that came in under the government’s stated goal, but that did not guarantee profitability for Skanska. The bidding process started with as much objective analysis as possible, but ended with what Skanska’s president called “gut feel.” He hoped the company could exceed performance expectations, in part because of the strength of his leadership and his confidence in his team. In the end, Skanska did not get the contract. But Rosenzweig highlights the dilemma as typical of the complex decisions we face in all walks of life—not just business, but also politics, sports, and the military. There is no formula that will lead to success every time.
So when should we apply cold, reasoned analytical tools to a decision and when should we allow the right stuff to inform a judgment call? Rosenzweig tells us that to make a great decision, having an awareness of common errors and biases is just a start. We also need to ask ourselves key questions about the decision context:
• Are we making a decision about something we cannot control, or can we influence outcomes? If we cannot control the outcome, we should rely more on left-brain analysis. If we can control the outcome, the right stuff can lead to a better decision.
• Are we seeking an absolute level of performance, or is performance relative? There’s a difference between wanting to raise your profit margin a few points (an absolute level of performance) and submitting a winner-take-all competitive bid (relative). You need to rely on the “right stuff” instincts to help you win a competitive bid, wherein if you lose, you get nothing.
• Are we making a decision that lends itself to rapid feedback, so we can make adjustments and improve a subsequent effort? If we have a chance to improve our work as we go along, there’s no need to rely solely on left-brain decision making. The left brain might ensure the best decision is made, but if we know we can learn and tweak, the right stuff can be useful, too.
• Are we making a decision as an individual or as a leader in a social setting? Making a decision as a leader is far more complex than making one that is personal. Leaders may have to push their staff to achieve more than might seem possible on paper. Right stuff can play a key role here, too.
There is hope in Rosenzweig’s thinking, especially in the reassuring idea that executives have far more influence in many spheres of decision making than they might realize. “Decision theory puts all the emphasis on the analysis leading to the moment of choice,” Rosenzweig writes. “While it is definitely important, my experience taught me that my ability to influence whatever goes on after the moment of choice is perhaps even more important.”
Left Brain, Right Stuff is frustrating in that it makes clear we don’t yet have the tools needed to avoid mistakes in decision making. But understanding the context in which decisions need to be made and realizing that there are no simple solutions that apply to all decisions is a very good start, which is why this book is my pick as the year’s best business book for leaders intent on improving themselves.

“Sensemaking” at Level 3

In The Moment of Clarity: Using the Human Sciences to Solve Your Toughest Business Problems, innovation consultants Christian Madsbjerg and Mikkel B. Rasmussen focus their attention on perhaps the most critical context for executive decisions—what they call “level 3” problems. Level 1 problems involve “a clear-enough future with a relatively predictable business environment.” Sales are down, and you know that every additional $1 in advertising generates $1.50 in sales. Level 2 problems involve “alternative futures with a set of options available.” Your newest sales reps aren’t performing up to expectations and you aren’t sure how to help them. So you test some hypotheses until you find the right solution. But with level 3 problems, you can’t even articulate what the problem is, never mind figure out how to solve it.
Witness Coloplast, a European manufacturer of colostomy bags. The company hadn’t missed a sales target in 50 years of continual double-digit growth, and suddenly it missed its targets four times in a year. No one was sure why. A wealth of data was available to analyze, including a half century of sales. One study commissioned by the company asked thousands of people to rank 250 factors in considering their colostomy bag. But the results only confused things more. Something was really wrong, but the company had no idea what. Coloplast had a level 3 problem on its hands.
Madsbjerg and Rasmussen contend that level 3 problems—which can be “as diverse as setting the direction of the company, driving growth, improving sales models, understanding the real culture of the organization, and finding the path in new markets”—need to be solved by a process that they call sensemaking. Sensemaking is an art, not a science, and a slowly realized one at that. It is rooted in philosophy and ethnography, and it rests on the assumption that breakthrough insights—moments of clarity—come from a sociological approach to understanding and solving a problem.
The traditional business approach to problem solving relies on deductive reasoning, starting with a hypothesis that is then tested. This approach works well for level 1 and 2 problems, where you can use experience, data, and intuition to identify and solve problems. But a level 3 problem requires the patience to start, not with a hypothesis, but with an effort to frame the problem correctly and gather data. Only then should you form a hypothesis about what you have found. “Breakthrough insights aren’t manufactured like widgets in a factory. They dawn on us in nascent form, like the sight of a vague shape on the horizon,” the authors write. “They are first present in our mind and bodies…as a ‘slow hunch.’”
Such hunches, say Madsbjerg and Rasmussen, can come only from looking beyond data to see the world in context, what is known as phenomenology—the study of how people experience life and the problems they are trying to solve, and by extension how they use and need your products and services in their own lives. If this all sounds rather airy and unstructured, don’t worry. The authors provide a five-step framework for sensemaking.
First, frame the problem as a phenomenon. In Coloplast’s case, the initial framing of the problem was wrong. The company was trying to figure out how to sell more products. Instead, after taking time to think, Coloplast was able to reframe the problem by asking, What is our customers’ experience with ostomy care? Next, collect data. It is at this stage, the authors warn, that things can appear most out of focus, most difficult to discern. But Coloplast’s leadership realized that it takes time to understand the data before forming opinions about it. The third step is to look for patterns. At Coloplast, it turned out that the salient pattern was the customer’s concern about a secure fit. The “aha” insight—step four—which dawned slowly at Coloplast, was that the features of the customers themselves were the key. The bodies of individual people are very different. Those different bodies required different options for the secure fit of a bag that had the potential to be either positively life-changing—or deeply humiliating if it failed. Only after that stage, with the key insights in hand, can you move to the fifth and final step—planning out the business impact of the insights. In Coloplast’s case, that involved creating products that provide the right fit for every individual body, rather than designing more bells and whistles.
The sensemaking framework for surfacing critical insights is not rocket science. It’s more like a blueprint for restraint—a slow process, through which leaders can question basic assumptions about their companies and customers, leading to transformative insights.
The Moment of Clarity is a manifesto for leadership that allows space and time for contemplation of complex problems and decisions, not an insignificant demand in an era of quarterly pressure to deliver results. But the authors cite a host of companies, including Intel, Samsung, Lego, Novo Nordisk, and Adidas, as the beneficiaries of such leadership. The value of sensemaking, they suggest, is not in the process itself, but in what a company makes of its insights, how it translates them into new ideas and opportunities, and how it shapes a shared perspective on the business. That is where the right leadership is required to help your company find a path out of the fog.

The Hazards of Hiring

If human judgment remains an essential factor in corporate success, the most critical decisions a leader can make are hiring decisions, says Claudio Fernández-Aráoz, senior advisor to executive search firm Egon Zehnder. In It’s Not the How or the What but the Who: Succeed by Surrounding Yourself with the Best, he offers a veteran’s experience in getting those decisions right.
The book’s title refers to an interview in Harvard Business Review in which Amazon founder Jeff Bezos talked about the importance of having the right people around him as the company began to grow. Initially, Bezos worried only about how to get things done, then he segued to what needed to get done, and finally to the insight that has guided the company ever since: What mattered most was who was on his team. “One way to think about this is as a transition of questions, from How? to What? to Who?” he told HBR. “As things get bigger, I don’t think you can operate any other way.” Getting the right people in place has remained so important to Bezos that he continually reminds his colleagues that he’d rather interview 50 people and not hire anyone than hire the wrong person.
Paradoxically, we are often our own worst enemies when it comes to picking the right people to help our companies grow. “Humans aren’t programmed to make great people decisions,” declares Fernández-Aráoz. He says that we make any number of mistakes in reading, assessing, and choosing the resource that is most critical to our company’s future. Among other failings we’re hardwired for is the tendency to make quick choices—in fractions of seconds—based on similarity, familiarity, and comfort. We trust and choose to hire people who seem like us, which doesn’t always equate to being the best person for the job at hand.
Further, we make snap judgments based on the information in front of us, without stopping to ask what else we need to know to assess a candidate. We judge people based on their title, their pedigree, and their previous employers. But far too seldom do we think through whether their experiences, skills, and ability and eagerness to learn new things will serve them well in our own companies. In short, we forget to assess their potential—and this, says the veteran recruiter, is the single most important factor in making a great hire.
Hiring the wrong person isn’t even the worst mistake most managers make, Fernández-Aráoz writes. Rather, it’s clinging to a loser as he or she sinks. It takes far more discipline to cut your losses and invest your resources elsewhere than it does to watch an employee slowly drag everyone else down. As one CEO tells the author, at most companies, people spend 2 percent of their time recruiting and 75 percent managing their recruiting mistakes.
But although we may be hardwired to make many hiring mistakes, Fernández-Aráoz says, with the right knowledge, training, and practice, anyone can master the art of great “who” decisions. We just have to get out of our own way. “The first step in surrounding yourself with the best,” he writes, “is to recognize—and correct—your own failings.”
He goes on to offer scores of practical suggestions. One simple but clear improvement, for example, would be to actually hold ourselves accountable to a rational set of criteria in making hiring choices. Write down the essential and desirable attributes a candidate would need in order to do the job well. Do this before a single candidate walks through the door in order to make sure your list is not influenced by the people you are seeing. Then actually rate each candidate on each of these factors.
Fernández-Aráoz’s book is a series of short, easy-to-read chapters, each of which tackles a different challenge in finding great people, assessing and selecting the best, helping these chosen stars shine, and helping teams thrive. It’s Not the How or the What but the Who continually reiterates the simple, essential point that great people decisions are as important as any other decision that has the power to transform our companies.
At a time when companies around the world are trying to find Moneyball-like algorithms for strategic growth, all three of this year’s best business books for executive self-improvement offer an important reminder: Great people are at the core of any great business. Each book reminds us that the continuing need for human judgment is critical to corporate success. In the end, data and analytics are valuable only if they are tracking, measuring, and evaluating the right things. And knowing what we need to learn is not something that can simply be programmed into an algorithm. That requires human judgment. 
Reprint No. 00289

AUTHOR PROFILE: