Hire The Best: Ditch The Rest

By Richard George

Hire the Best - Ditch the Rest highlights proven team building strategies by identifying the "12 Types" of employees. Identifying the employees that are "toxic" to your team is the key ingredient to building successful teams. Scores of supervisors spend too much time trying to "realign" substandard team members
only to decide later that it was all done in vain. This book helps to identify the "lost causes"
and enables a supervisor to react quickly and efficiently. More importantly, this book arms
supervisors with the tools to identify the "12 Types" of employees during the recruiting process to prevent dealing with the same toxins running through the veins of their team.

Rich has refined this strategy into an easy-to-follow format that will give readers information that they can use the minute that they read it. It has been proven time and again that the value of a cohesive team is immeasurable, and that business units that have cohesive teams outperform similar business units by exponential degrees. This no nonsense approach is a concept that is not difficult to understand and has a huge potential for the return on investment of time and energy.

It has been said time and time again that if we continue to do what we have always done, we will continue to get the result that we have always gotten. This adage is so true when it comes to building teams, it seems as though we continually fight with the same problems just different faces. It is time to do something different and not only get a different result, but an exceptional result. If you learn prioritize team building you will assemble the right team first, then you can get to the business of achieving exceptional results.

• Language: English
• Publisher: Richard George
• Release date: Jun 7, 2018
• ISBN: 9780463039335

Richard George

RICK GEORGE was appointed president and chief executive officer of Suncor Energy Inc. in 1991; he retired in spring 2012. He was named Canada’s Outstanding CEO of the Year in 1999 after leading a remarkable business turnaround at Suncor, and he received the Canadian Business Leader Award from the Alberta School of Business in 2000. George was appointed an Officer of the Order of Canada in 2007 for his leadership in the development of Canada’s natural resources sector,for his efforts to provide economic opportunities to Aboriginal communities, and for his commitment to sustainable development. Originally from Brush, Colorado, George lives with his family in Calgary, Alberta.

Book preview

HIRE THE BEST

DITCH THE REST

A Simple

Team Building Strategy

For Exceptional Results

Richard S. George

COPYRIGHT

Hire the Best – Ditch the Rest

THIRD EDITION

© 2010, 2018 By Richard S. George. All rights reserved. No part of this book may be reproduced or transmitted without the expressed written permission of the author, except for short passages of fewer than 75 words where full credit is given:

From Hire the Best – Ditch the Rest by Richard S. George.

Smashwords Edition, License Notes

This ebook is licensed for your personal enjoyment only. This ebook may not be re-sold or given away to other people. If you would like to share this book with another person, please purchase an additional copy for each recipient. If you’re reading this book and did not purchase it, or it was not purchased for your use only, then please return to your favorite ebook retailer and purchase your own copy. Thank you for respecting the hard work of this author.

Published By

NOI Coach

A Division of Coach Services, Inc.

Waterford, MI

248-302-4444

noicoach.com

Dedication

When I released the 2nd edition, I never imaged I would one day be making the 3rd edition. As I did with the 2nd, I reaffirm my dedication to the two M’s in my life:

My beautiful daughter Madeline, for giving me the motivation to keep moving forward.

And the other M (you know who you are), for giving me the greatest gift in the realization of how important hiring the best can be when it comes to finding a partner for the rest of your life.

While this is a business book, the lessons featured in this book extend well beyond boardrooms and cubic-les, as it can be used as a lesson for life itself, and I am happy to have been able to follow my own advice.

Also, a quick shout out to Chris Votey, who helped me take this book from the 2nd edition to the 3rd.

Table of Contents

INTRODUCTION

HIRING A TEAM

THE COURAGE FACTOR

OF LEADERSHIP

THE TWELVE EMPLOYEES

THE DECISION TO FIRE

PERFORMANCE EVALUATIONS

THE PROCESS OF TEAM (RE)BUILDING

NOW WHAT?

APPENDIXES

INTRODUCTION

WHY SHOULD YOU CARE

WHAT I THINK?

If you're reading this, then it is fair to say that you are in a Leadership position. I will also presume you were elevated to that position as you are very good at what you do. Being a Leader requires a significant commitment to your employees. How you're defined as a Leader is reflected in how well your employees, your team, accomplishes the tasks necessary for the company.

So as the title states, Why Should You Care What I Think? That's a fair question. More than that, why should you spend your time, money, and effort reading what I've written. I will answer those question by telling you who I am, and why I know I am the right person for you to listen to, and this is a book you need to read.

I've spent over 25 years in the management and team building industry. I was hired into property management while still in college and found myself jumping leaps and bounds with one promotion after another. I moved from managing a few tasks to managing one site, to multiple sites, to entire companies. Starting with supervising just myself and eventually being a Leader to more than 500 employees.

Why was I so successful?

My success came because I surrounded myself with successful people. One of the first things a supervisor learns is that they can't do everything. There's too much to see, too much to do. Unfortunately, that's only the first part of the lesson, and it took a while before I learned the second part. You see, I delegated, but it included people I couldn't trust and couldn't rely on; these turned out to be valuable lessons (though costly).

My mother always told me that the school of hard knocks is the most expensive education out there. Delegating only works if you have the right team to delegate to. You must build a team that is right for the assets you're managing, for the people you're serving, and for each other. You need reshape the negative elements and remove toxic people, so the more ideal team members can be better.

Armed with those costly lessons, I continued my business success. In my last job, I became the director of a property management firm, with the goal of increasing the value of the portfolio by $10 million in 4 years. Not only did I meet that goal... my team increased the portfolio value by $22 million in 14 months.

Since I succeeded myself out of nearly three years of employment, I decided to share my experience and expertise with others. I started NOI (Net Operating Income) Coach in 2005, with the lion's share of my time spent meeting with companies and speaking to their managers about building strong teams.

As much as I come off sounding like, I don't know everything. Each of you reading this book knows something I don't – perhaps a lot more. I have been fortunate to have worked with enough terrific people, under the right circumstances, and put in the right amount of work, that I have something valuable to share.

Sometimes the pieces fell into place, but more often than not, I was dealt a hand, and I was required to make it work, required to mould my team into something greater. On many occasions, I was awarded the privilege of creating my own team, and I proved myself quite successful at picking the right people to get the job done.

That's why you should care what I think.

I'm not an attorney; I don't offer legal advice. What this book contains