
Claudio Fernandez-Araoz's global bestseller transforms hiring from art to science. Mandatory reading at Harvard Business School and for Fortune 500 leadership teams, it's the talent bible Jim Collins calls essential for anyone striving to lead "from good to great."
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A family business teeters on the brink of bankruptcy. Two brothers, convinced of their own brilliance, ignore every warning sign about their management deficiencies. Meanwhile, across town, another struggling CEO makes a different choice-he recognizes his limitations and brings in new leadership that saves his company. Same crisis, opposite outcomes. The difference? One person's willingness to make a hard people decision. Here's what most leaders miss: success doesn't hinge primarily on strategy, market timing, or even luck. After two decades of executive search work across 40 countries, one pattern emerges with stunning clarity-your ability to select, develop, and retain exceptional talent is the single most decisive factor in both personal and organizational success. Yet most of us approach these critical decisions with less rigor than we'd apply to buying a car. We rely on gut feelings, conduct unfocused interviews, and hire people who make us comfortable rather than people who make us better. The cost of this casual approach? Research shows that CEO selection impacts profitability as significantly as choosing which industry to compete in. For a medium-sized company, better people decisions at the top could add $1 billion in value. The question isn't whether you can afford to master this skill-it's whether you can afford not to.
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