This video really highlights the value in doing the little things right, trusting the process, and maintaining character when there seem to be easier, more immediately gratifying options to choose from. Often times our gut can sense what the right thing to do is, and many times that’s the harder thing to do. Though the reward might not be as immediate, its value will be pure, and you won’t have to question the success.
Simon’s anecdote about how the Navy SEALs select their Tier 1 operatives shows that while performance is important, who you are as a person is more pivotal to the success of the team. Don’t be the asshole on your team regardless of how good your numbers are. Work on becoming a leader people can reliably depend on because they trust you as a person, and would lend a hand to you if roles were reversed.
I actually give a talk to companies about the lost art of teamwork and in it I focus on 3 basic principles - trust, innovation, and pride. And in terms of hiring practices, skills are way overrated. As is experience. Hire based on character and capacity. Skills can be taught.
Are there certain metrics and/or attributes that speak to trust, innovation and pride from your experience? I'm sure companies would argue people can fake their character in interviews, and you don't get to see them in stressful settings, so it's hard to get the full scope of who they are. They certainly want the trustful, team player but might not have the right interviewing/screening processes in place to reach the results they are looking for.
Mike Sarraille and George Randle make a lot of excellent points in their book "The Talent War."
It would be a response too long for this kind of medium. Trust, Innovation, and Pride are the characteristics that make a team excel. But in terms of hiring it really does come down to character and capacity. My point is that you have to make your hiring process select for those things. It might not be perfect, but that's the goal. I haven't read Mike's book but I do have some suggestions as to how one can set that up.
I actually give a talk to companies about the lost art of teamwork and in it I focus on 3 basic principles - trust, innovation, and pride. And in terms of hiring practices, skills are way overrated. As is experience. Hire based on character and capacity. Skills can be taught.
Are there certain metrics and/or attributes that speak to trust, innovation and pride from your experience? I'm sure companies would argue people can fake their character in interviews, and you don't get to see them in stressful settings, so it's hard to get the full scope of who they are. They certainly want the trustful, team player but might not have the right interviewing/screening processes in place to reach the results they are looking for.
Mike Sarraille and George Randle make a lot of excellent points in their book "The Talent War."
It would be a response too long for this kind of medium. Trust, Innovation, and Pride are the characteristics that make a team excel. But in terms of hiring it really does come down to character and capacity. My point is that you have to make your hiring process select for those things. It might not be perfect, but that's the goal. I haven't read Mike's book but I do have some suggestions as to how one can set that up.