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While typical job descriptions break down because they focus on activities, or a list of things a person will be doing (calling on customers, selling), scorecards succeed because they focus on outcomes, or what a person must get done (grow revenue from $25 million to $50 million by the end of year three).
Who
Geoff Smart, Randy Street
One colleague told me about a time he’d argued with Steve but eventually backed down, even though he wasn’t convinced by Steve’s reasoning. When events subsequently proved my colleague right, Steve marched into his office and started yelling. “But this was your idea,” said my colleague. “Yes, and it was your job to convince me I was wrong,” Steve replied, “and you failed!” From then on, my colleague argued longer and more loudly, and he kept arguing until either he convinced Steve he was right or Steve convinced him he was wrong. Thus, Steve got it right by being willing to be wrong and by insisting that the people around him challenge him. There is no doubt that his style didn’t work for everyone. He hired people who were not afraid to argue with him, and then he pushed that fearlessness further.
In the 1950s, the top skills employers wanted were: 1) the ability to work rapidly and for long periods of time, 2) memory for details and directions, and 3) arithmetic computation. But according to Forbes, the employees of 2020 need: 1) complex problem solving, 2) critical thinking, 3) creativity, 4) people management, 5) coordinating with others, and 6) emotional intelligence. Employers want innovative thinking, independence, initiative. These were not coveted skills in our grandparents’ time.
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