CHAPTER 2
The ABC’s of People
IF YOU BELIEVE THAT PEOPLE TRULY MATTER, you have to hire the very best. You have to do what most people find even more difficult: you have to remove people who can’t do the job well enough and who resist efforts to improve. The first time I had to switch out a leader from a position of authority was in the social sector, not in the for-profit world. At age thirty-two, in 1953, I had become the president of Cleveland’s Jewish Community Center (JCC). I inherited an executive director who was a high-quality person and a fine social worker, but who totally lacked leadership skills.
It’s not an uncommon situation. The social sector has many good, well-intentioned people who are not effective institution leaders. They ...
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