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Match: A Systematic, Sane Process for Hiring the Right Person Every Time by Dan Erling

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Chapter 1. Assume the Proper Mind-Set

Greatness is not a function of circumstance. Greatness, it turns out, is largely a matter of conscious choice, and discipline.

Jim Collins

Get ready—because whether this is your first hire or your 150th, whether you're hiring a chief financial officer (CFO) or an accounts payable clerk, a salesperson or an information technology (IT) manager, a mail clerk or a chief information officer (CIO)—all hires count. A great hire will keep your organization profitable, growing and happy, whereas a poor hire will drain your company of morale, time, and profits. Hiring directly and indirectly affects your bottom line. You need to keep that top of mind as we explore the five components of the proper mind-set.

Note

Sticky Notes:

  • Nothing is more important than hiring the right people.

  • Guard against believing you're a great judge of people.

  • Hiring great people requires discipline.

  • Implementing the MATCH process will dramatically impact your bottom line.

  1. Make hiring your main concern.

    Prioritize hiring—consider it as your most critical activity until it's complete. You generally do well at those things you prioritize, so do the same for this activity.

    Need a little boost of inspiration before we get into all the details of the MATCH process? Let's look at a couple of quotes. I consider these thoughts to constitute the basis of the proper mind-set you'll to need to hire at the 95+ percent success rate:

    From Jack Welch:

    Hiring good people is hard. Hiring great people is ...

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