"If you pick the right people and give them the opportunity to
spread their wings and put compensation as a carrier behind it,
you almost don't have to manage them."
"I hire people brighter than me and I get out of their way."
"The competition to hire the best will increase in the years
ahead. Companies that give extra flexibility to their employees
will have the edge in this area."
"The secret of my success is that we have gone to
exceptional lengths to hire the best people in the world."
"Some people can do one thing magnificently, like
Michelangelo, and others make things like semiconductors or
build 747 airplanes -- that type of work requires legions of
people. In order to do things well, that can't be done by one
person, you must find extraordinary people."
"I noticed that the dynamic range between what an average
person could accomplish and what the best person could
accomplish was 50 or 100 to 1. Given that, you're well advised to
go after the cream of the cream. A small team of A+ players can
run circles around a giant team of B and C players."
"When you're in a start-up, the first ten people will
determine whether the company succeeds or not. Each is 10
percent of the company. So why wouldn't you take as much time as
necessary to find all the A players? If three were not so great,
why would you want a company where 30 percent of your people are
not so great? A small company depends on great people much more
than a big company does."
"A company should limit its growth based on its ability to
attract enough of the right people."
"Great vision without great people is irrelevant."
"Get the right people on the bus and the wrong people off
"For no matter what we achieve, if we don't spend the vast
majority of our time with people we love and respect, we cannot
possibly have a great life. But if we spend the vast majority of
our time with people we love and respect -- people we really
enjoy being on the bus with and who will never disappoint us --
then we will almost certainly have a great life, no matter where
the bus goes. The people we interviewed from the good-to-great
companies clearly loved what they did, largely because they
loved who they did it with."
"Often the best solution to a
management problem is the right person."
"we do not hire experts neither do we hire men on past
experiences or for any position other than the lowest. Since we
do not take a man on his past history, we do not refuse him
because of his past history. I never met a man who was
thoroughly bad. There is always some good in him if he gets a
"The smartest business decision you can make is to hire
qualified people. Bringing the right people on board saves you
thousands, and your business will run smoothly and efficiently."
"As a business owner or manager, you know that hiring the
wrong person is the most costly mistake you can make."
"If you can hire people whose passion intersects with the
job, they won't require any supervision at all. They will manage
themselves better than anyone could ever manage them. Their fire
comes from within, not from without. Their motivation is
internal, not external."
"A great person attracts great people and knows how to hold
Johann Wolfgang Von Goethe
"The best executive is the one who has sense enough to pick
good men to do what he wants done, and self-restraint enough to
keep from meddling with them while they do it."
"The most dangerous leadership myth is that leaders are
born-that there is a genetic factor to leadership. That's
nonsense; in fact, the opposite is true. Leaders are made rather
"A good manager is a man who isn't worried about his own
career but rather the careers of those who work for him."
H. S. M Burns
"Focus on a few key objectives ... I only have three things
to do. I have to choose the right people, allocate the right
number of dollars, and transmit ideas from one division to
another with the speed of light. So I'm really in the business
of being the gatekeeper and the transmitter of ideas."
"Executives owe it to the organization and to their fellow
workers not to tolerate nonperforming individuals in important
"You need to have a collaborative hiring process."
"Never hire someone who knows less than you do about what
he's hired to do."
"Recently, I was asked if I was going to fire an employee
who made a mistake that cost the company $600,000. No, I
replied, I just spent $600,000 training him. Why would I want
somebody to hire his experience?"
Thomas John Watson Sr.
"I am convinced that nothing we do is more important than
hiring and developing people. At the end of the day you bet on
people, not on strategies."
"Do not hire a man (or woman) who does your work for money,
but him (or her) who does it for the love of it."
Henry David Thoreau
"If we weren't still hiring great people and pushing ahead
at full speed, it would be easy to fall behind and become a
"The key for us, number one, has always been hiring very
"Hire people who are better than you are, then leave them to
get on with it. Look for people who will aim for the remarkable,
who will not settle for the routine."
"When I find an employee who turns out to be wrong for a
job, I feel it is my fault because I made the decision to hire
"If each of us hires people who are smaller than we are, we
shall become a company of dwarfs. But if each of us hires people
who are bigger than we are, we shall become a company of
"Recruiting is hard. It's just finding the needles in the
haystack. You can't know enough in a one-hour interview. So, in
the end, it's ultimately based on your gut. How do I feel about
this person? What are they like when they're challenged? I ask
everybody that: "Why are you here?" The answers themselves are
not what you're looking for. It's the meta-data. "
"When I hire somebody really senior, competence is the ante.
They have to be really smart. But the real issue for me is, Are
they going to fall in love with Apple? Because if they fall in
love with Apple, everything else will take care of itself.
They'll want to do what's best for Apple, not what's best for
them, what's best for Steve, or anybody else."
"Somebody once said that in looking for people to hire, you
look for three qualities: integrity, intelligence, and energy.
And if you don't have the first, the other two will kill you.
You think about it; it's true. If you hire somebody without
[integrity], you really want them to be dumb and lazy."
"Development can help great people be even better--but if I
had a dollar to spend, I'd spend 70 cents getting the right
person in the door."
"Leaders don't flock. You have to find them one at a time."
"If I were running a company today, I would have one
priority above all others: to acquire as many of the best people
as I could [because] the single biggest constraint on the
success of my organization is the ability to get and to hang on
to enough of the right people."
"In determining the right people, the good-to-great
companies placed greater weight on character attributes than on
specific educational background, practical skills, specialized
knowledge, or work experience."
"The moment you feel the need to tightly manage someone,
you've made a hiring mistake. The best people don't need to be
managed. Guided, taught, led--yes. But not tightly managed."
"People are not your most important asset. The right people
"One cannot hire a hand; the whole man always comes with
"If you think it's expensive to hire a professional to do
the job, wait until you hire an amateur."
"First-rate people hire first-rate people; second-rate
people hire third-rate people."
"Always be smarter than the people who hire you."
"If you hire only those people you understand, the company
will never get people better than you are. Always remember that
you often find outstanding people among those you don't
"Hire character. Train skill."
"I don't pay good wages because I have a lot of money; I
have a lot of money because I pay good wages."
"If you pay peanuts, you get monkeys."
this e-book to learn all you need to know to
get the best people on your bus and drive it to greatness.
A global manager's failsafe
guide to dominating any industry
by employing its dominant
New sections are being added so
check back regularly.
Send your comments and
throughout the world call upon the Principals of Chalre Associates for thought leadership.
Below are some examples of published material written by our
consultants or international journalists who refer to them. For a complete list of published work,
Getting Ready For The
Deluge: Outsourcing in Philippines
Chalre Associates senior staff
Economist Intelligence Unit of the Economist magazine
asked Chalre Associates' Chairman, Richard Mills,
to write a chapter about the Philippine outsourcing sector
in its annual Business Guide Book. The material
provides a Executive Briefing on the progress and major
issues facing this industry that is certainly one of most
significant growth stories in the world.
Asia Pacific Mining
Conference 2007 - Report
Chalre Associates senior staff
The 7th Asia Pacific Mining Conference put on by the Asean
Federation of Mining Associations was perhaps the largest
such event in the region. Richard Mills, Chairman of Chalre Associates
gave this report on what was said by the prominent mining
people who presented.
State of BPO in Philippines: Dan Reyes Speaks
Chalre Associates senior staff
Mills, Chairman of Chalre Associates,
interviewed Dan Reyes of Sitel for ComputerWorld (US) recently to get his views on the state of the
BPO industry in Philippines. Dan presented US readers with compelling information to support his view that Philippines is currently seen as the "Number 1" option by global companies sending BPO work to offshore destinations.
Dan Reyes is easily one of most experienced Business Process Outsourcing (BPO) managers in the Asia Pacific region and the world. He is head of the extremely successful Philippine operations of Sitel, the world's largest call center organization. Among other things, he is a founder and former president of the Business Processing Association of the Philippines.