Fiduciary

• Completes the Task •

Owns the Result

• Other-Directed •

Self-Directed

• Narrow Focus •

Big Picture

• Delivers Information •

Advises and Consults

• Responds to Needs •

Anticipates Needs

• Adequate Skill •

Exceptional Skill

• Low Service •

High Service

• Low-Level Thinking •

High-Level Thinking

• Meets Expectations •

Exceeds Expectations

• Replaceable •

Irreplaceable

Figure 15

Figure 15

Getting the right people in your Work Network doesn't happen by accident; it is a matter of intention and process. Finding talent and establishing a relationship with talent must be purposeful, so you must have a process. A simple process I recommend involves three steps: behavior, references, and track record.

Determine people's natural behavior by asking behavior-based questions. Actually, if I'm hiring someone, I always use a behavioral assess ment. The DISC test, for example, is a proven low-cost assessment that is widely available on the Internet. It can be taken online, with a report sent to you. An assessment will help you understand what people are good at and how they tend to act. Are they aggressive or not? Do they work well with people? Are they systematic in their approach? Do they follow rules and procedures? The key is to know what you're looking for and then decide if they measure up.

You can sharpen your observational skills when you know what you are looking for. I recently needed some handyman work done on a property. Since I was in a hurry and my repairman was tied up, I called a guy who had a small handyman-for-hire ad in our neighborhood paper. I could tell after five sentences that he was not the man for the job. He had all the verbal energy and emotional expressiveness of a telemarketer—he was selling me from the get-go. I know that good detail workers on physical projects don't behave that way. I wanted a handyman, a craftsman, not a salesman pretending to be a craftsman. Remember that talent means the person's behavior fits the work to be done. Learn to read people's behavior. Find the person who's the right fit and you're less likely to end up having one.

Next, always check references and do second- and third-level reference checks. In other words, I ask each of the provided references who else I might talk with who could give me insight into this person. For example, the reference may know a neighbor who also used the contractor in question. When I am two or three levels away from the direct references, I usually get the whole picture: the person's weaknesses as well as their strengths.

Finally, probe for the track record from that person and from independent sources. I have found that a person usually continues to operate in the way he or she has before, with similar results. This is particularly true with important things such as attitude, work ethic, integrity and quality of work. Get to know people; make it your business. Success leaves clues, so look at their track record until you find the clues you're looking for. Determine who is talent, and then make having those people close to you a high priority. Your net worth ultimately depends on the talent you bring into your life.

The Force Of Fulcrums

The Force Of Fulcrums

Learning About The Force Of Fulcrums Can Have Amazing Benefits For Your Life And Success! How simple shifts in your thinking will make you rich forever! If you wish to grow beyond your current state of being, you'll need to learn about the fulcrum precept. A fulcrum is the pivot point for a lever. Therefore, whenever you wish to properly utilize leverage, then, you'll need to place the fulcrum in the right place. Many people have never heard if this and have no idea how to go about figuring out where they are or how to change it.

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