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Inspirational Manager: How to Build Relationships that Deliver Results by Judith Leary-Joyce

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Chapter 12. Recruiting the best

 

 

‘Sit back and weigh things up, regardless of the demands on your time.’

 
 --Pam Nock, Northampton Borough Council

For Helena Moore, at Bromford Housing Group, the biggest mistake she ever made was to take on someone she wasn’t sure of. Now she would ‘rather leave an empty space than take on the wrong person’. Inspirational managers recognise the importance only not of skill, but of personality and fit with the team, so they won’t take on someone unless they are really sure.

My colleague, Gill Crowther, ex Head of Great Managers at Microsoft, talks about ‘closing the loop’. You can have a fantastic performance management process that enables you to manage well and develop talent, but if you don’t bring in the right ...

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