In his 2005 book entitled Winning, Jack Welch says that even at his best, he only hired right about 80% of the time. Personally, I think for most of us it is more like 50/50: a simple toss of the coin, despite our best efforts. As a student of human behavior and someone who has been managing people for almost 25 years, I consider myself a good judge of people. And yet, like most, I’ve hired people because I immediately felt a connection or ‘liked’ them or because they reminded me of myself in some way, thinking they could ‘grow into’ the job even if it wasn’t a good match at the moment. About half the time I got lucky, the rest resulted in struggle, high costs and ultimately termination.
- Role: a person's affinity for specific modes of service to the needs of a team
- Coherence: expressed as positive, flexible, constructive teaming behaviors
- Teaming Characteristics: individual styles of responding and relating to others, subject to situational context
- Role-respect: the unique manner in which people of different Roles experience appreciation and respect
- Role-pairing: known, replicable synergies between specific Roles
About the Author
As Founder of The Workplace Coach, Mickey has coached thousands of executives, business leaders and professionals from local businesses, Fortune 500 companies, to nonprofit organizations and several International clients. Mickey holds a masters degree in educational psychology along with numerous professional credentials, and serves as Assistant Professor of Coaching Psychology for Life University’s School of Psychology in Marietta, GA. Mickey has been a contributor to Men’s Health, Atlanta Journal-Constitution, Forbes.com, among others, and is currently completing a doctorate in Industrial and Organizational Psychology.