Claudio Fernández-Aráoz — It’s Not the How or the What but the Who_ Succeed by Surrounding Yourself with the Best


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It’s Not
the How
or
the What
the Who
Anyone who strives to lead from good to great would do well to
grow by delving into Claudio’s work, for he is a true master.”
—Jim Collins
Claudio Fernández-Aráoz
Fernández-Aráoz
Succeed by mastering
who
hy surround yourself with the
best? Because it matters—in all
In fact, in professional environments,
getting people right—what global leadership
authority Claudio Fernández-Aráoz calls
dierence between success and failure. To
thrive, you need to identify those with the
highest potential, get them in your corner
and on your team, and help them grow. Yet
surprisingly very few of us are able to meet
that challenge.
This series of short and engaging essays out
lines the obstacles to great “who” decisions and
oers solutions to address them in a systematic
way. Drawing from several decades of experi
ence in global executive search and talent
development, as well as the latest management
and psychology research, Fernández-Aráoz
oers wisdom and practical advice to improve
the choices we make about employees and
mentors, business partners and friends, top
corporate leaders and even elected ocials.
The personal stories and cutting-edge studies
described in the book will help you understand
both your own failings and the external forces
commonly at play in stang decisions. The
author shares concrete recommendations on
how to select the best people, bring out their
strengths, foster collective greatness in the
groups you’ve assembled, and create not only
better organizations but also a better society.
Je Bezos and Brazilian tycoon Roger Agnelli
examples from around the world, Fernández-
Aráoz paints a vivid picture of what great
“who” decisions look like and presents a fresh
and commanding argument about why they
matter more than ever today.


It’s Not the How or
the What but
the Who
Its Not
the How
or
the What
but
the Who
3/17/14 5:12 PM
3/17/14 5:12 PM
Claudio Fernández-Aráoz
Succeed by
Surrounding
Yourself with
the Best
Its Not
the How
or
the What
but
the Who
HARVARD BUSINESS REVIEW PRESS
Boston, Massachusetts
3/17/14 5:12 PM
Copyright 2014 Claudio Fernndez-Aroz
All rights reserved
or transmitted, in any form, or by any means (electronic, mechanical, photocopying, recording,
or otherwise), without the prior permission of the publisher. Requests for permission should be
directed to [email protected], or mailed to Permissions, Harvard Business School
The web addresses referenced in this book were live and correct at the time of the books publica-
tion but may be subject to change.
Library-of-Congress cataloging information forthcoming
eISBN: 978-1-62527-153-2

HBR Press Quantity Sales Discounts
Harvard Business Review Press titles are available at signi cant quantity discounts when
purchased in bulk for client gifts, sales promotions, and premiums. Special editions, includ-
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quantities for special needs.
ebook formats, contact [email protected],
tel. 800-988-0886, or www.hbr.org/bulksales.
195859 00 i-viii r1 rs.indd iv
195859 00 i-viii r1 rs.indd iv
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To María, the love of my life
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Contents
Introduction
Part One: The Enemy Within
1 Prehistoric Hardware; Victorian Software
2 So Sure, but So Wrong
3 Inertia 23
4 Known Devils 27
5 The Heat of the Moment 31
6 Decision Fatigue 35
Part Two: Outside Obstacles and Opportunities
7 The Other GDP
8 The Best and the Rest
9 Blissfully Unaware 49
10 Bad Candidate, Great Reference 53
11 The Odds Are Against You 57
12 The Problem with Democracy 63
13 Hiring Batting Average 67
14 Perverse Incentives 71
Part Three: The Right People
15 The Magic Number
16 The Checklist Manifesto, Revisited
17 Nature versus Nurture
18 From Survivor to CEO
19 Marshmallow Kids 93
20 Fat Calves and Falling Stars 97
21 Why I Like People with Unconventional Résumés 101
22 Lightbulbs and CEOs 105
23 Reading People around the World 109
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Part Four: The Bright Future
24 Accelerated Integration
25 Sophie’s Choice 119
26 Teaching a Turkey to Climb a Tree 123
27 Growth from Complexity 129
28 Finding Alignment 133
29 Capuchin Monkeys and Equal Pay 137
30 Second Chances 141
Part Five: Teams That Thrive
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Introduction
I’d like to begin with a tale of two CEOs. They have very differ-
stars, and to uniting them all in exceptional teams— and, as a result,
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2 It’s Not the How or the What but the Who
Jeffrey Preston Jorgenson was born in Albuquerque, New
Mexico, in 1964. His mother, the daughter of a US Atomic Energy
cial, was a teenager at the time; she’d married
fteen, then worked his way through
Little Jeff Bezos showed an early interest in how things worked:
ects on the twenty- 
ve- thousand- acre Texas ranch to which his
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in early 2013, Morten T. Hansen, Herminia Ibarra,
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4 It’s Not the How or the What but the Who
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 Amazon was born in the United States, by that time the
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6 It’s Not the How or the What but the Who
This attitude is evident in Amazon’s culture and practices. The
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professional assessment of all internal candidates and external
benchmarks. He hired and promoted some 250 senior executives in
this way, all over the world, from the United States to China, Brazil
to Mozambique, throughout his tenure. But he says his proudest
achievement was the improved quality of the people rising through
Vale’s ranks, thanks to more effective appraisals, training, and men-
toring. “While I always prefer to promote from within, initially I
couldn’t do it too often because a cultural change was needed,” he
explains. “After  ve or six years, though, everyone appointed at the
highest levels came from inside.”

Bezos continues to lead Amazon and champion the culture, lead-
ership, and people practices that have helped his company thrive.
Agnelli left Vale in 2011, following a decade of extraordinary lead-
ership as CEO.
Nevertheless, it’s clear that both leaders became
two of the top four CEOs in the world in the 2000s by making the
best “who” decisions they could and then developing their most
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8 It’s Not the How or the What but the Who
and even spouses is the passion of my life because I see how
those decisions lead to high-  ying careers, happier lives, thriv-
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9
The Top Four„ Putting the WhoŽ First
Apples Steve Jobs and Samsungs Yun Jong- Yong were ranked 
Steve Jobs
Steve Jobs, the late and legendary CEO of Apple, had many talents. But
As Jobs said
himself in 1995, It is so much more hopeful to think that technology
can solve the problems that are more human and more organizational
[but] it aint so. We need to attack these things at the root, which is
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10 It’s Not the How or the What but the Who
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11
erent backgrounds can bring in new perspectives
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The
Enemy
Within
Humans aren’t programmed to
rst step in surrounding yourself
correct—your own failings.
PART ONE
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1
Prehistoric Hardware;
Victorian Software
In October 2011, I spoke at the World Business Forum, a gathering
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16 The Enemy Within
Why are people choices so hard? There are, of course, many rea-
sons; it’s dif cult to predict your future needs and to quickly and
cles in later chapters. But  rst I want to discuss the fundamental
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And we
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18 The Enemy Within
University conducted a big research study to check the relevance of
the typical MBA education by comparing it to an empirically based
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So Sure,
but So Wrong
For several years, professors at Duke University asked CFOs of
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20 The Enemy Within
c, relevant prior expe-
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le? If you were looking to hire someone in her 
Now consider this statement: “Joe took twice as long as required
hire someone in his  eld, would he even make it through your door?
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22 The Enemy Within
simply to become more aware of your overcon dent, WYSI-
ATI tendencies. The next time you’re about to bring someone
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Inertia
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24 The Enemy Within
I ask this question all the time now, and, while the results vary
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cant number
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26 The Enemy Within
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Known Devils
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28 The Enemy Within
ndings that itÕs safer to promote from
In their study, the
in results was much larger in
the
the outsider scenarios. And
In fact, if you were
When I Þ rst saw those Þ
ndings, I thought there had to be a
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cient evidence of my qualiÞ cation? DonÕt you know me well
DonÕt misunderstand me. I am
telling you to always favor
outsiders. In fact, I am convinced that the right insiders should be
cinating piece of emerging research on CEO succession, Gregory
rate multiple regression analyses to estimate what would have
happened had companies chosen differently (that is, promoted
from within instead of hiring an outsider and vice versa). They
tiÞ ed in just 6 percent of the cases, as opposed to the 30 percent
Like Khurana and
Nohria, they also found that internal promotions created much
more value on average, in spite of big variance in the results.
Again, the research was on CEOs but, given the dynamics of
external recruiting and internal promotions, I think the lessons
are applicable to people decisions far down the line. Another
advantage to promoting from within is the inspiration it gives to
other insiders, which helps keep your talent pipeline strong and
motivated. After all, who wants to work for a company where
all senior roles are staffed from outside? People need to see they
have an opportunity to rise.
In sum, you should always look for opportunities to promote
Be sure to carefully deÞ ne the proÞ
le of
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30 The Enemy Within
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The Heat of the
Moment
In a candidate, you want to see passion. But as a decision maker,
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32 The Enemy Within
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How do you avoid the dangers of the heat of the moment? First,
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Decision Fatigue
I recently heard a story about a man in his sixties who had colon
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36 The Enemy Within
Judges are, in fact, particularly susceptible to this. When
Jonathan Levav at Columbia University reviewed more than a
nals were much more likely to be granted leniency at the start
of the day and right after a scheduled lunch break than at other
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The more choices we make throughout the day, the harder
to even the brightest of people. I know of a  ne professional ser-
vices  rm that recently had its partner elections. Hundreds of bril-
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38 The Enemy Within
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Outside
Obstacles
and
Opportunities
External challenges can also prevent
understand what you’re up against—
from shrinking talent pools to
lying job candidates— and use the
situation to your advantage.
PART TWO
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The Other GDP
Back in 2006, I worked with Nitin Nohria, the current dean of
Harvard Business School, and my Egon Zehnder colleagues, to
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42 Outside Obstacles and Opportunities
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function was rated higher than 3.3, and critical employee develop-
ment activities, such as job rotations, were as low as 2.6. In other
words, few executives think their companies are doing a good job
of identifying and developing quali
ed people.
This should alarm
all of us. In many companies I’ve worked with lately, particularly
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44 Outside Obstacles and Opportunities
To map out your priorities, take a critical look at the people around
you. How will your company or industry’s inevitable globalization
affect it? Are you facing a demographics threat? What is the strength
of your leadership bench? Are there looming vacancies you’ll need to
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The Best and the
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46 Outside Obstacles and Opportunities
in  elds ranging from academic research to entertainment, poli-
In virtually all those professions the authors found a
Professionals
Frequency distribution
The best and the rest„ long- tail rather than bell curve

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Michael Mankins, Alan Bird, and James Root offer some excel-
article
Palace in Las Vegas keeps his table playing at least  ve times as long
top- notch medical clinic has a success rate at least six times that of
The point is that in any profession (but particularly more com-
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Blissfully Unaware
I often refer to the
interview (not the
interview) as “a
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50 Outside Obstacles and Opportunities
Our degree of ignorance about ourselves in all walks of life is quite
amazing. In 1982 two researchers, Paul Mabe and Stephen West,
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So what can you do to spot this bias toward overcon dence in oth-
First, carefully check for self- awareness and humility in any can-
Second, reduce the social pressure for overly positive self-
assessments. When I interview candidates for the  rst time, I try to
focus on the long- term relationship, emphasizing that they should
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52 Outside Obstacles and Opportunities
acquaintances who are in a similar role or situation— like an
impromptu 360. Others know us best, and people are much more
open to a candid discussion with members of their own social
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10
Bad Candidate, Great
Reference
I’ve always been an avid reader. In the early years of my career,
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54 Outside Obstacles and Opportunities
nd it again.
It was twenty years later when I 
nally did. In January 2012 I
t organization of leading business schools which owns and
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55
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56 Outside Obstacles and Opportunities
First, make sure to agree with the candidate on a comprehensive
row your list by thinking about the speci c skills you want to mea-
uence; subor-
Second, provide the referee with the right incentives. Start the
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11
The Odds Are
Against You
We’ve all heard the stories about the chimpanzees, children, cats,
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58 Outside Obstacles and Opportunities
(I call them “ vice- Gods”) stand at about 0.7, and their evaluations
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you rightly eliminate eighty- one but wrongly consider nine to be
thumbs- up to eighteen players, when only half of them deserve it,
considered top
9 wrongly
considered top
18 considered top
9 wrong
50% error

1
Odds of picking a top performer (if youre right 90 percent
of the time)
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60 Outside Obstacles and Opportunities
les have worked best for you in
Second, try to test people through work samples and practice
for complex, high- level positions, there are many standardized jobs


2
Odds of picking a top performer (if youre right 70 percent
of the time)
considered top
27 wrongly
considered top
34 considered top
27 wrong
79% error
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Finally, you should of course ask other people to help you evalu-
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12
The Problem with
Democracy
When executives tell me about the models their organizations
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64 Outside Obstacles and Opportunities
50% error
10% error
Third filter:
1% error
1 wrong


1
Three  lters eliminate almost all wrong candidates
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organizations do. Or if you involve the wrong peopleÑ those aver-
age and worst interviewers I referred to in chapter 11 . Bad asses-


2
However, three  lters also eliminate three of ten top candidates
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66 Outside Obstacles and Opportunities
First, look for people who truly understand whatÕs needed to
a fair trade- off. IÕll take a 27 percent chance of bypassing a top per-
former for a 99 percent chanceÑ the virtual assuranceÑ of avoiding
Second, choose only people who are motivated to conduct a
will beneÞ t from it or because they take great satisfaction in help-
fty years of research conÞ rms that this is
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13
Hiring Batting
Average
Perhaps you’ve made a few excellent people decisions in the past
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68 Outside Obstacles and Opportunities
columns to the same
concept. A reader whose company was expected to double in size
over the next year, requiring hundreds of new employees, had
e-mailed to ask for some tips on how to hire successfully at such
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69
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14
Perverse Incentives
Today, in the interior of Borneo, there is a population of a few
million Dayak people. They live peacefully now, but in the past,
tices. The tradition started with rules handed down by a spirit:
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72 Outside Obstacles and Opportunities
rms and consultants had standards as noble as the DayaksÕ.
At this stage of the book, you might have thought that it was
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73
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74 Outside Obstacles and Opportunities
rms and people, conduct in-
depth assessments, and check references. Start by asking relevant
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The
Right
People
To Þ
nd the best, you have to look
3/17/14 6:01 PM
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15
The Magic Number
Back in 1611, Johannes KeplerÕs Þ
rst wife died of cholera in Prague,
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78 The Right People
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79
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80 The Right People
Darwin very clearly deÞ ned what he was looking for and, given his
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16
The Checklist
Manifesto, Revisited
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82 The Right People
Apgar’s breakfast, in 1955, Daniel Kahneman was a twenty- one-
year-old lieutenant in the Israeli Defense Forces with a daunting
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companies and quickly realized I would need a solid framework
Armed with my MBA and McKinsey training, I came up with
ve attributes I thought would be useful: educational background,
had stick rates of higher than  ve years, and many of the chosen
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84 The Right People
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17
Nature versus
Nurture
As baseball legends go, it’s hard to top Ted Williams. With keen
3/17/14 6:05 PM
86 The Right People
scattered in the Florida Keys, where he loved to  sh). According to
surgeons performed
a postmortem “neuroseparation” (a much more re ned version of
those Dayak decapitations I described in chapter 14 ), and Williams’s
head and body are now stored in separate nitrogen- 
lled contain-
One daughter reported that the
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and, eventually, social mobility. Today, an entire self- help indus-
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88 The Right People
rarely change in adulthood. You need to check not only
Nucor Steel made a
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18
From Survivor
to CEO
Pedro Algorta’s story is an unbelievable one. On October 13, 1972,
he was  ying over the frozen Andes, one of forty- 
ve passengers on
a twin- engine turboprop plane that had been chartered by a team of
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90 The Right People
with air, and his  ght for life continued.
There was no food other than wine and chocolate, which the
last seventy- two hours and that, although search- and- rescue teams
Soon, the group started to discuss the unthinkable— eating the
esh of the frozen bodies around them. Algorta told his colleagues
In this way, Pedro Algorta and  fteen others survived for seventy-
two days before they were rescued.
Fourteen years later, in 1986, I hired Algorta into the Bemberg
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for thirty years and heard his  rsthand account of that miraculous
and
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92 The Right People
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19
Marshmallow Kids
Picture a four– year- old boy sitting at a table. An adult places a tasty
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94 The Right People
gression!) A  nal third of the kids are impressive: they hold out for
What made Mischel’s series of experiments extraordinary was
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What can you learn from the marshmallow kids and our follow-
up research? Remember that no matter how “clever,” experienced,
gence. How self- and socially aware is your candidate? Does she
show self- control? And how are her people skills, including lead-
ership, in uencing, teamwork, collaboration, con
ict resolution,
Because these things are more dif cult to assess than experience
tance. We hire people on the “hard,” but we  re them for failing on
acronym for it), the  exibility, adaptability, initiative, and resilience
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20
Fat Calves and
Falling Stars
My wife, children, and I have a farm in beautiful and peaceful
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98 The Right People
3/17/14 9:07 PM
ve years.
Talent is much less portable than what we think because perfor-
mance isn’t just one “P”; it stems from 
ve— processes, platforms,
products, people, and politics— and most of those you can’t take
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100 The Right People
Finally, you must check for how well an incoming star will 
500.
Whenever an executive
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21
Why I Like People
with Unconventional
Résumés
Two years ago, I wrote a blog post for HBR.org called “Why I Like
In it, I argued that while
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102 The Right People
exibility, adaptability, resilience, empathy, organizational aware-
3/17/14 7:58 PM
But I am emboldened now. As I said in that blog post, I’m con-
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104 The Right People
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22
Lightbulbs and CEOs
Imagine that you light a thousand identical lightbulbs, all from the
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106 The Right People
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So far, so good. The right leaders can help a company make its
own luck. But how do you Þ nd those people? How do you sepa-
For some simple jobs, such as those on an assembly line, where
As I already explained, you Þ rst need to consider intelligence,
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108 The Right People
¥
A drive to improve the
company by attracting and developing top talent
¥
Success in focusing, aligning, and building
effective groups
¥
An ability to drive change through people,
transforming and aligning an organization around a new goal
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23
Reading People
around the World
They say that an Argentine is an Italian who speaks Spanish, pre-
ve languages. Each
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110 The Right People
own in from sixty- eight
ces around the world.
columnist Thomas Friedman was certainly accurate
when he argued that globalization is making the world “ at.” But, as a
frequent traveler, I also see that cultural differences still abound. And,
everywhere I go, people ask me for advice on how to deal with them:
“How do I read and assess people from diverse backgrounds? Does it
take different abilities to lead successfully in different countries? Can
you transplant people from one culture to another? How can my 
rm
3/17/14 6:35 PM

Long- term orientation
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112 The Right People
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The
Bright
Future
Surrounding yourself with the
want them to truly shine.
PART FOUR
3/17/14 6:38 PM
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24
Accelerated
Integration
Every day, thousands of patients around the world receive organ trans-
plants. Those who do are extremely lucky— in the United States alone,
more than 100,000 people are waiting for the body parts they need to
live— but they also face a signi cant chance of organ rejection, since
the body’s immune system is built to  ght off any foreign presence.
A
rst
year of surgery. Doctors simply can’t guarantee success. However,
there are three things they do to minimize the risk of failure: check
for organ health, check for compatibility, and properly monitor and
support the process before, during, and after the transplant.
When a new person joins your team or takes on a new role,
rst two
nd the right people (healthy
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116 The Bright Future
Unfortunately, most of us don’t do this, leaving those people
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(to clients), and
(to personal contacts, such as family mem-
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25
Sophies Choice
When you pick one person— to be your business partner, 
ll a criti-
cal position on your team, take on a key client or assignment— you
particularly fraught if your organization is one that fast- tracks some
executives into high- potential (HIPO) programs and you’re respon-
” Nitin Nohria, the dean of Harvard Business
Now, I’ll admit that only he— the head of the world’s most
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120 The Bright Future
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Once you’ve identi ed people with potential, then you must
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26
Teaching a Turkey
to Climb a Tree
My friend Lyle Spencer, a world authority on talent selection and
nd their
squirrels— that is, executives whose experience, knowledge, and
For a full decade, in parallel with my executive search activity,
cation, and coaching initiatives across sixty- eight of
ces in forty
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124 The Bright Future
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ed when I read about the number of cells killed with each
the brain cre-
So our brains are ready to learn new
tricks— including tree- climbing— at any age. The key is to focus on
learning— and teaching— the right skills.
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126 The Bright Future
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As a leader who wants to be surrounded by the best, you need
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27
Growth from
Complexity
When my Þ
rst book,
was published in Japan,
ce on some country- level analysis. We mapped the
of senior Japanese executives (that is, objective assessments
chapter 18 ) against their
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130 The Bright Future
typically donÕt continue the development process as far as it
How does a leader traditionally emerge in Japan? He rises
Recently, I became aware of the case of a Tokyo- based global con-
ed business portfolio that could
not Þ nd even one qualiÞ ed CEO successor. This company, which
3/17/14 7:12 PM
Buenos Aires whose CEO, Paolo Rocca, also shows up in the Han-
Immediately recognized as a high- potential, Mart’nez Mosquera
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28
Finding Alignment
Throughout this book, I’ve endeavored to surprise you with new
3/17/14 9:20 PM
134 The Bright Future
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135
3/17/14 9:20 PM
136 The Bright Future
 Having made more than a hundred acquisitions over the past
3/17/14 9:20 PM
29
Capuchin Monkeys
and Equal Pay
One of my favorite TED talks in recent years was by the prima-
They make this trade twenty- Þ ve times in a row until the
3/17/14 7:59 PM
138 The Bright Future
creative someone can become when heÕs confronted by a huge
pile of dollars.Ó And research by neuroscientists has indeed shown
that Þ nancial incentives trigger one of the most primitive parts of
the brain, the nucleus accumbens, or Òpleasure center,Ó which is
3/17/14 7:59 PM
do; and (3) purposeÑ the knowledge that what we do is in service
3/17/14 7:59 PM
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30
Second Chances
Ricardo Garay, known by everyone for his last name as “Garay,”
in 2000, right after we bought it. Short,  t, and slim, tough, alert,
could trust. And Garay seemed to  t the bill. He would start every
But not long after he started, problems arose. He was constantly
ghting with our neighbors and external contractors who had to
you will need to  re me.” So I did. At age forty- eight, it was the
3/17/14 7:16 PM
142 The Bright Future
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Third, recognize that timing and circumstances matter. The
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3/17/14 7:16 PM
Teams
That
Thrive
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3/17/14 7:31 PM
31
Bringing Stars
Together
In my early years as an executive search consultant, I was fre-
quently asked to hire senior investment bankers. J.P. Morgan and
Citibank were in those days the leading players in Argentina, but
as I contacted and interviewed most of their key bankers, I saw
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148 Teams That Thrive
How well team members
How well a team understands
FIGURE 31-
Team Effectiveness Review
: Copyright Egon Zehnder.
3/17/14 7:31 PM
Efficiency
Team is low in:
FIGURE 31-
2
Some classically dysfunctional teams
: Copyright Egon Zehnder.
3/17/14 7:31 PM
150 Teams That Thrive
So rate your team on each of the TER dimensions, using psy-
3/17/14 7:31 PM
32
Fit for a Purpose
3/17/14 7:33 PM
152 Teams That Thrive
Just as no executive will ever be perfect, neither will any team
3/17/14 7:33 PM
situations require different team patterns: For example, as Þ
gure 32- 1
efÞ ciency
and
while groups working on a postmerger integration need to
and
. I frequently use the framework to help
private equity Þ rms gauge how the executive teams of potential acqui-
Efficiency
Turnaround
Particular strengths
requiredComments
Resilience: Turnarounds are high-
pressure situations. The team needs to
challenging internal and external
environment.
FIGURE 32-
1
Different situations require different team patterns
: Copyright Egon Zehnder.
3/17/14 7:33 PM
154 Teams That Thrive
3/17/14 7:33 PM
33
From Counting
People to Making
People Count
I grew up in a Buenos Aires neighborhood full of people just like
my family and me— middle- class Catholics of Caucasian descent.
I went to a Catholic, all- boys high school and then studied indus-
without a single woman in my class. My  rst exposure to any form
rmative action
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156 Teams That Thrive
Over the following three decades, I’ve watched many organi-
It’s very hard to measure true diversity, which is about the vari-
3/17/14 8:00 PM
applicants and the judges during auditions, many more women
iNtuitive/Sensing, Thinking/Feeling and Judging/ Perceiving. One
ts of complementarity while
Whichever research or model you use, I can’t emphasize enough
varied perspectives— stemming from any factor— in a productive
3/17/14 8:00 PM
158 Teams That Thrive
3/17/14 8:00 PM
34
The Female
Opportunity
Hixonia Nyasulu is a black woman who grew up in Johannesburg,
South Africa, under apartheid. The daughter of a deep gold- mining
3/17/14 7:43 PM
160 Teams That Thrive
liation. ItÕs humbling to see how much
Over the past few years, as IÕve traveled the world to speak with
by the exceptional caliber of the female leaders I see todayÑ from
PepsiCoÕs CEO Indra Nooyi, and FacebookÕs COO Sheryl Sand-
At the same time, IÕm dismayed by the persistent
500 executive
cers and a mere 4 percent of CEOs, even though they account
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ve times the global
What should you, an individual manager, do about this
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162 Teams That Thrive
Last but certainly not least, if youÕre a senior leader responsible
for organization- wide hiring decisions, consider imposing mod-
enacted a law requiring that all publicly listed or state- controlled
make up one- Þ
fth of their boards (the quota will eventually rise
to one- third).
There was strong resistance when the proposal was
3/17/14 7:43 PM
35
A Culture of
Unconditional Love
During my Þ
rst decade in Egon ZehnderÕs Buenos Aires ofÞ
ce, our
nancial
performance in the whole Þ rm for Þ ve consecutive years in the late
1990s. But we all know what happened in 2001. By the end of the
eign debt default in world history, and GDP fell by some 30 percent
coupled with a 300 percent currency devaluation. Over twelve days,
ve different presidents took control of the country. One bank lost
vious century. There were companies with losses larger than their
sales, and in one memorable month, the number of new cars sold in
the country was lower than the number of cars stolen! As you can
imagine, that was not an easy time for me. No one in his right mind
was looking to hire an executive search consultant.
As that dramatic disintegration played out in early 2002, I had
to present our ofÞ ceÕs results and perspectives at the Þ
rmÕs annual
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164 Teams That Thrive
3/17/14 8:15 PM
165
3/17/14 8:15 PM
166 Teams That Thrive
3/17/14 8:15 PM
36
Lone Wolves
Starving
As a member of Egon Zehnder’s global executive committee, I’ve
Firms. I took it in early 2000. At that time, our  rm was doing very
3/17/14 8:16 PM
168 Teams That Thrive
ts. On the surface, in
ect the value that person adds?
At that point, Nanda asked how many people in the class were paid
in a lockstep system. Out of eighty students, only eight, including me,
can  rms, and everyone put their hands down. The lockstep was a
very rare species, almost nonexistent in the United States. That gave
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169
Pay
B
C
FIGURE 36-
Eat- what- you- kill versus lockstep
FIGURE 36-
2
Great hiring in locksteps
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170 Teams That Thrive
FIGURE 36-
3
Strong culture in locksteps
Lockstep
A+
B+
3/17/14 8:16 PM
Yes, your superstar A could perhaps still make a bit more money
in an eat- what- you- kill. But she will realize that her performance
3/17/14 8:16 PM
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37
Its All in the Family
3/17/14 8:17 PM
174 Teams That Thrive
I knew the company and Alberto very well, and was relieved
ed. A short time later, the
tability, professionalization,
and diversi cation that would have made his father immensely
his own successor. He was about to turn  fty and was no longer
ed. Over the following years, we helped hire
recently celebrated its hundred- year anniversary, is now enjoying
3/17/14 8:17 PM
or in ghting over the distribution of money and power. It’s very
3/17/14 8:17 PM
176 Teams That Thrive
Finally, you must recognize that CEO succession is your toughest
challenge and address it proactively and strategically. The best- run
family businesses start planning these transitions years in advance.
ed profes-
sional consultants, leads a thorough review of the alignment and
3/17/14 8:17 PM
Better
Society
Once we’ve all surrounded
people decisions matter the most.
PART SIX
3/17/14 8:18 PM
3/17/14 8:18 PM
38
Russian Roulette
at the Top
Until now, all the stories I’ve told and advice I’ve given in this book
3/17/14 8:18 PM
3/17/14 8:18 PM
3/17/14 8:18 PM
3/17/14 8:18 PM
39
True Leading Boards
Each person working in your organization plays a role in its suc-
and that includes not just the C- suite but also every member of the
3/17/14 8:19 PM
3/17/14 8:19 PM
(an ability to help shape and implement
ect values and behavior:
collaboration and inß uencing
(an openness to teamwork and robust,
(a desire to take prin-
You might also start to develop a “track” for great future board
If you don’t have the power to in
uence such high- level corpo-
3/17/14 8:19 PM
3/17/14 8:19 PM
40
Thriving on Crises
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Some of this
3/17/14 8:18 PM
3/17/14 8:18 PM
41
Sustainability„ the
Virtuous Circle
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Sustainability— the Virtuous Circle
Take Patagonia, the world- famous apparel manufacturer. Its
ues social responsibility over growth and attracts top- notch talent
3/17/14 8:20 PM
3/17/14 8:20 PM
42
Electing Country
Presidents
Every four years, the citizens of the United States make the world’s
3/17/14 8:21 PM
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studies from Abraham Lincoln to Winston Churchill to show
how a single individual at the right place in the right time can
save or destroy a country, and even change the course of world
Mukunda categorized these leaders into two groups:
were typically insiders whose career followed a
were either outsid-
tional circumstances. While highly filtered leaders achieved
little change, unfiltered ones had the most impact— for good
(Mukunda cites Lincoln and Churchill), bad (Warren Harding),
and evil (Adolf Hitler).
The obvious solution is to properly  lter the un ltered: con-
sider many candidates, including insiders and outsiders, and
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3/17/14 8:21 PM
43
Singapore and
Jamaica
Back in 1965, Jamaica and Singapore were identical twins: both
subtropical islands of similar size and population, both recently
Fifty years later, Singapore has become one of the most com-
3/17/14 8:22 PM
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201
3/17/14 8:22 PM
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44
The Pope
When I heard the news, I couldn’t believe it: on February 11, 2013,
rst Pope to do
3/17/14 8:23 PM
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self- awareness; who solicits feedback; and who stays open to learn-
3/17/14 8:23 PM
3/17/14 8:23 PM
Conclusion
The Þ
rst era of people decisions lasted millennia. For thousands
ght a war, harvest a cropÑ even partner with someone to raise
a familyÑ you chose the Þ ttest, the healthiest, the strongest you
could Þ nd. These attributes were easy to assess, and, despite their
500 CEOs are on average 2.5 inches taller than the
I was born and raised during the second era of people decisions,
3/17/14 8:31 PM
208 ItÕs Not the How or the What but the Who
I joined the executive search profession in the 1980s at the start
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209
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Notes
Introduction
1. Some basic information on Jeff Bezos can be found in “Jeff Bezos,”
http://en.wikipedia.org/wiki/Jeff_Bezos ; and, “Jeff Bezos,”
http://www.biography.com/people/ jeff- bezos- 9542209 . I also
highly recommend reading the interview in “Interview: Jeff Bezos,”
May 4, 2001, http://www.achievement.org/autodoc/
2. “Jeff Bezos: The King of E- Commerce,”
October 9, 2008,
3. Amazon.com Inc.,
(pdf), http://www.annualreports
4. Morten T. Hansen, Herminia Ibarra, and Urs Peyer, “100: The Best-
Performing CEOs in the World,”
January–February
2013, http://hbr.org/2013/01/ the- best- performing- ceos- in- the- world .
5. Most of the information in this section comes from an interview of Roger
Agnelli by the author, São Paulo, Brazil, April 2, 2013, followed by additional
personal exchanges.
6. Vale,
and
http://www.vale.com/EN/investors/
7. Roger Agnelli’s farewell speech, May 20, 2011.
8. Hansen, Ibarra, and Peyer, “100: The Best- Performing CEOs in the
9. Agnelli described his strategy and decision- making culture in an inter-
Decision- Making Culture Helped Brazilian Raw Materials Company CVRD
10, no. 1, 2006.
10. Jeff Bezos, interviewed by Julia Kirby and Thomas A. Stewart,
October 2007, http://hbr
3/17/14 8:35 PM
supposed to be easy, and, well, we’re  nding that things are as they’re sup-
posed to be! We now have a team of 2,100 smart, hard- working, passionate
3/17/14 8:35 PM
20. Isaacson, “The Real Leadership Lessons of Steve Jobs.”
21. “Steve Jobs Interview.”
22. Although it’s not easy to  nd a lot of public information about Samsung
3/17/14 8:35 PM
3/17/14 8:35 PM
Chapter 7
1. Claudio Fernández- Aráoz, Boris Groysberg, and Nitin Nohria, “The
nitive Guide to Recruiting in Good Times and Bad,”
May 2009.
2. As reported by Howard Martin, Global Consumer Products Sector
3/17/14 8:35 PM
7. Boris Groysberg and Deborah Bell, “New Research: Where the
3/17/14 8:35 PM
Chapter 11
1.
3/17/14 8:35 PM
3. Kahneman,
229–232.
4. Ibid., 222–223.
5. Ibid., 230–232.
6. Claudio Fernández- Aráoz,
(Hoboken, NJ: John
Wiley & Sons, Inc., 2007), 94–97 and 105–108.
7. Robyn M. Dawes, “The Robust Beauty of Improper Linear Models in
34, no. 7 (1979): 571–582.
8. Kahneman,
231.
Chapter 17
1. “Ted Williams,” National Baseball Hall of Fame and Museum, http://
2. “Ted Williams,”
http://en.wikipedia.org/wiki/Ted_
3. Tom Verducci, “What Happened to Ted?”
August 12,
2003, http://sportsillustrated.cnn.com/baseball/news/2003/08/12/
4. Randolfe H. Wicker, “Cloning Ted Williams,” http://www.clonerights
5. Martin E.P. Seligman, Ph.D.,
3/17/14 8:35 PM
updated October 13, 2012, http://
www.washingtonpost.com/blogs/wonkblog/wp/2012/10/13/ the-
marshmallow- test- revisited/ ; Celeste Kidd, Holly Palmeri, Richard N.
Aslin, “Rational Snacking: Young Children’s Decision- Making on the
Marshmallow Task Is Moderated by Beliefs about Environmental
Reliability,” 2012, http://www.bcs.rochester.edu/people/ckidd/papers/
3/17/14 8:35 PM
Chapter 21
1. Claudio Fernández- Aráoz, “Why I Like People with Unconventional
Blog
3/17/14 8:35 PM
4. Also see Claudio Fernández- Aráoz,
(Hoboken, NJ:
John Wiley & Sons, Inc., 2007), chapter 9 ; and John J. Gabarro,
(Boston: Harvard Business School Press, 1987).
5. Cassie Rodenberg
“ Next- Gen Transplant Techniques Can Stop Organ
January 28, 2010, http://www.popularmechanics
.com/science/health/ life- extension/4343954 .
Chapter 25
1. See http://www.amazon.com/ Sophies- Choice- William- Styron/
dp/0679736379 and http://www.imdb.com/title/tt0084707/ .
2. John W. Gardner,
(1961; rev. New York: W.W. Norton &
Company, Inc., 1984).
3. Jean Martin and Conrad Schmidt, “How to Keep Your Top Talent,”
May 2010, 54–61, http://www.harvardbusiness.org/
4. Claudio Fernández- Aráoz, Boris Groysberg, and Nitin Nohria, “How
October 2011,
5.
(Palatine, IL: Executive
Knowledgeworks, Anthony J. Fresina & Associates, Inc., 1988).
6. “Notable & Quotable,”
3/17/14 8:35 PM
60, no. 4 (2008):
3/17/14 8:35 PM
t.
Chapter 31
1. Michael Mankins, Alan Bird, and James Root, “Making Star Teams Out
January–February 2013, http://hbr
Chapter 32
1. Nate Silver,
The Signal and the Noise: Why So Many Predictions FailÑ but
(New York: Penguin Press, 2012), 20–46.
Chapter 33
1. Thomas Barta, Markus Kleiner, and Tilo Neuman, “Is There a Payoff
from Top- Team Diversity?”
(April 2012), http://www
2. David A. Thomas and Robin J. Ely, “Making Differences Matter: A New
September 1996,
3. Marilyn Marks, “Blind Auditions Key to Hiring Musicians,”
3/17/14 8:35 PM
3/17/14 8:35 PM
225
3/17/14 8:35 PM
Chapter 40
1. Ashish Nanda and Kelley Morrell,
Harvard Business School case study (Boston: Harvard Business
Publishing, August 2004).
2. Ranjay Gulati, Nitin Nohria, and Franz Wohlgezogen, “Roaring Out of
March 2010, http://hbr.org/2010/03/
3. Per- Ola Karlsson and Gary L. Neilson, “CEO Succession 2008: Stability
May 2009, http://www. strategy- business
3/17/14 8:35 PM
3. Chua Mui Hoong,
(Singapore: Straits Times Press Pte. Ltd., 2010).
4. Neo and Chen,
vii–viii.
5. Claudio Fernández- Aráoz, “In Search of the New Public Leader,”
3/17/14 8:35 PM
3/17/14 8:35 PM
Acknowledgments
3/17/14 8:38 PM
Dan Meiland, Egon’s  rst successor, was the  rst person who
and become a
Rajeev Vasudeva, our great CEO, has been a wonderful colleague
Several of my colleagues at Egon Zehnder have played a very spe-
Edilson Camara, Luis Cubillos, George Davis, Manuel de Miranda,
Lowenthal, Christoph Lueneburger, Laurence Monnery, Anne-
Claire Monod, Justus O’Brien, Jackie O’Sullivan, Claudia Picci Mor-
ris, Mike Portland, Verena Renze- Westendorf, Andrew Roscoe,
3/17/14 8:38 PM
Selena LaCroix, Brigitte Lammers, Isabelle Langlois- Loris, André
Pegas, Christopher Pfeiffer, Henny Purnamawati, Antonio Purón,
Brian Reinken, Hélène Reltgen, Jörg Ritter, Robin Roberts,
3/17/14 8:38 PM
Daniel Goleman continues to be an amazing inspiration
for his past research on the relevance of emotional and social
ing its cochair, Cary Cherniss, as well as Richard Boyatzis, Lyle
Spencer, Robert Caplan, Kathy Kram, Ruth Malloy, Rick Price,
and Fabio Sala.
It has been a pleasure to discuss with Gregory L. Nagel, of Middle
Several colleagues and professionals have helped me understand
3/17/14 8:38 PM
Jack and Suzy Welch also deserve a special mention for their
I want to thank Jeff Bezos’s amazing leadership team at Amazon
for their interest in my work, and particularly Sebastian Gunningham,
3/17/14 8:38 PM
My assistant Joanna Eden, with whom I have had the pleasure
I have of course left the most important “who” for last. My
her wonderful insights, and her in nite patience and understanding
3/17/14 8:38 PM
Index
ABB, 135
adaptability, 95, 101–102, 125
advisers, 33
on cultural differences, 111–112
improving your odds with, 61
optimistic bias and, 51–52
Agnelli, Roger, 3–5, 6–7, 18
Aguinis, Herman, 46–47
Algorta, Pedro, 89–92, 102
alignment, 133–136, 149, 150, 152
Alive
(movie), 89
Amazon, 2–3, 4–6, 53.
Bezos, Jeff
ambition, 160–161
Anand, Bharat N., 106
Ang, James S., 29
Anthony J. Fresina & Associates, 121
ANZ, 130
Apgar, Virginia, 81
Apple, 7, 9–10, 47, 148–149
Aramaki, Ken, 129–130
assessment.
evaluations
audit tools, 154
autonomy, 138–139
Ayavuna Women’s Investments, 159
Bain & Company, 148
balance, in teams, 149, 152
Baumeister, Roy F., 36–37, 38
Bemberg Group, 90–92
benchmarking, 142, 181
Benedict XVI, Pope, 203–204
Bennis, Warren G., 189
“Best and the Rest, The: Revisiting
the Norm of Normality of
Individual Performance”
(O’Boyle and Aguinis),
best practices, 68–69
Bezos, Jeff, 2–3, 4–6, 18, 53, 121
Bezos, Miguel, 2
boards and, 184
in decision making, 15–18
against diversity, 156–157
optimistic, 49–51
overcon
dence, 19–22
reference checks and, 56
binary choices, 78–79
Bird, Alan, 47, 148
boards of directors, 183–185
in family businesses, 175, 176
in succession planning, 20,
Booz & Company, 188–189
Boston Consulting Group, The,
4, 189
Boyatzis, Richard, 125–126
Bradesco Bank, 3–4
Braun, Michael T., 55
Brazil, 3, 160–161
3/17/14 9:13 PM
Calvin, John, 86
Camara, Edilson, 6
candidate qualities
checklists on, 81–84
delayed grati
cation, 93–95
diversity and, 109–112
leadership, 89–92
luck versus skills and, 105–108
nature versus nurture and, 85–88
number of candidates and, 77–80
portability, 97–100
unconventional résumés, 101–104
Capital One, 24
career development, 123–127
alignment and, 133–136
for board members, 184–185
complexity in, 129–131
education/training on, 17–18
HIPO programs and, 119–121
promotion from within, 7
search consultants and, 72
second chances and, 141–143
talent pipelines and, 41, 42–43, 44
unconventional, 101–104
for women, 159–162
Cass Business School, 57
Center for Creative Leadership, 29, 78
CEOs.
succession and
succession planning
performance and, 179–181
ranking of best, 3, 4, 7, 9–11, 131,
change leadership, 107–108, 111, 135
Charan, Ram, 131
checklists, 81–84
China, 42, 160–161
choice overload, 79
Chouinard, Yvon, 193
Churchill, Winston, 86, 197
circumstances and rehiring 
red
employees, 143
Citibank, 147
Clinton, Hillary, 195, 196
coaching, 165–166
collaboration, 107–108, 111, 185
Collins, Jim, 51, 88, 105, 138, 180
comfort, decision making based on,
16–17, 20, 196–197
commitment, 24, 91–92
Common Cause, 120
communication, 121
communism, 191
compassion, 24, 25
compensation, 137–139, 167–171
3/17/14 9:13 PM
Dayak people, 71–72
3/17/14 9:13 PM
Einstein, Albert, 86
emotional intelligence, 94–95,
101–102, 107, 111, 125–126, 208
Emotional Intelligence
(Goleman), 94
emotions, in decision making, 31–33
empathy, 24, 25, 101–102
energy, 149, 152
engagement, 91–92, 102
Enron, 183–184
equity research analysts, 98–99
Erickson, Tammy, 157
European Association for People
Management, 189
evaluations
creating teams for, 66
cultural differences and, 109–112,
of high- potentials, 119–121
of hiring batting averages, 67–69
of insiders versus outsiders, 29–30
of integration, 116–117
optimistic bias in, 49–51
removing underperforming
employees and, 24–26
team effectiveness reviews, 147–150
360- degree reviews, 50, 51–52, 126
evolution, 15–18, 207
expectations, 10
experience, 207–208
complexity in, 129–131
portability of, 97–100
unconventional, 101–104
“Extremistan,” 47
FAAP, 3
Facebook, 160
Fairbank, Richard, 24
familiarity, decision making based
on, 16–17, 20, 196–197
family businesses, 173–176
fatigue, decision making and, 35–38
Female Brain, The
(Brizendine), 161
lters, 197
in democratic decision making,
improving the odds using, 60–61
ring, 23–26
during crises, 188–189
second chances and, 141–143
First 90 Days, The
(Watkins), 116
Fisman, Raymond, 31–32
exibility, 95, 101–104, 125, 161
ow states, 139
fMRI, 196–197
food, decision fatigue and, 38
Francis, Pope, 205–206
Freud, Sigmund, 36
Friedman, Thomas, 110
FSG, 192
fundamental attribution error, 189
Gardner, John, 120
Gawande, Atul, 81
GDP (globalization, demographics,
pipelines), 41–44
“geeks and geezers” research,
gender diversity, 156, 159–162, 184
General Electric, 15, 67–68, 100, 130
generational differences, 157,
189–190, 192–193
globalization, 41–42, 110
Global Leadership Conference, 54
goals, 154, 170–171
Goleman, Daniel, 94–95
Good to Great
(Collins), 88
Google, 55, 139
Graduate Management Admission
Council (GMAC), 54
Graham, Katharine, 26
Great People Decisions
( Fernández-
Aráoz), 129–130
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Groysberg, Boris, 42–43, 98–99,
100, 116
Gulati, Ranjay, 188
Hansen, Morten T., 3, 4, 7, 9–11,
131, 179–180
Harvard Business Review,
43, 47,
67, 148
headhunters, 71–72
Heath, Chip, 78
Heath, Dan, 78
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3/17/14 9:13 PM
marshmallow experiment, 93–95
masculinity, as dimension for
mapping cultural differences
in behavior, 110–111
mastery, drive for, 138–139
Mauboussin, Michael J., 106
MBA programs, 17–18, 125–127
McCain, John, 195
McClelland, David, 208
McKinsey, 130, 156, 168, 174
McLean, Andrew N., 100
meaning, in work, 139, 192–193
Meehl, Paul, 82
meritocracy, 175, 176
Merkel, Angela, 160
Microsoft, 149
“monkey” indices, 57
Morita, Norberto, 90
Mosquera, Marcelo Martínez,
motivation, 88, 102, 111
compensation and, 137–139
leadership and, 91–92
papal, 204, 205–206
Mukunda, Gautam, 196–197
Myers- Briggs Type Indicator
(MBTI), 157
Nagel, Gregory L., 29
Nanda, Ashish, 167–168
nature versus nurture, 85–86
Nedbank, 159
neurogenesis, 124–125, 126–127
brain plasticity and, 18, 124–125,
decision fatigue and, 35–38
of decision making, 15–18, 207
on 
nancial incentives, 138–139
presidential elections and,
Nike, 193
Noel, James, 131
Nogueira, Arturo, 91
Nohria, Nitin, 27–28, 29, 41, 100,
106, 119, 188
Nooyi, Indra, 160
Nucor Steel, 88
Nutt, Paul, 78–79
Nyasulu, Hixonia, 159–160
O’Boyle, Ernest, Jr., 46–47
O’Brien, Damien, 165
Ogilvy, David, 104
3/17/14 9:13 PM
personality differences, 157
Peyer, Urs, 3, 4, 7, 9–11, 131, 179–180
Pink, Daniel H., 138–139
pipelines, talent, 41, 42–43
nature versus nurture and, 85–86
Singapore versus Jamaica, 199–201
women in, 159–162
Pixar, 149
pope, election of, 203–206
portability, 97–100, 107
Porter, Michael, 192, 200
positive emotional attractors, 126
potential, 104, 107, 208–209
complexity and, 129–131
HIPO programs and, 119–121
Pope Francis, 206
seniority versus, 131
of women, 160–161
power distance, as dimension for
mapping cultural differences in
behavior, 110–111
practice assignments, 60
predictions, overcon
dence in,
presidential elections, 195–197
probabilistic models, 78
procrastination, 24
productivity, 4
typical versus best employee,
tability, 4
compensation systems and, 168–170
succession planning and, 27–28
progressive focus, 188–189
promotion from within, 7.
succession and succession
decision making about, 27–30
in family businesses, 174–176
search consultants and, 72
value creation from, 27–29
Psychological Science
(journal)
16–17
purpose, 138–139, 192–193
teams for, 151–154
rationalization, 32
recruiting, 11
references and reference checks, 52
ambiguous, for underperforming
employees, 53–56
training for, 66
relationship, success based on, 5–7
relationship management,
101–102, 125
resilience, 95, 101–102, 149,
results orientation, 107–108, 111,
136, 184–185
résumés, unconventional,
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self- awareness, 126
gender differences in, 161
optimistic bias in, 49–52
self- control and, 95
dence, optimistic bias in,
self- control, 93–95, 125
self- management, 131
Seligman, Martin E. P., 87
seniority, 129, 131
similarity, decision making based on,
16–17, 20, 196–197
Simmons, Dick, 26
Singapore, 199–200
skill versus luck, 105–108
social awareness, 95
Sonnenfeld, Jeffrey, 184
Sophie’s Choice
(Styron), 119
South Korea, 42
Southwest Airlines, 164–165
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transition processes, 115–117,
succession
and succession planning
transparency, 121, 149, 150, 191–192
true score theory, 105–108
turnarounds, 135, 152–154
Tversky, Amos, 20
Ulysses contracts, 24
uncertainty avoidance, as dimension
for mapping cultural differences
in behavior, 110–111
Unilever, 130, 159, 160
Vale (Companhia Vale do Rio Doce),
3–5, 6–7
values, 88, 107
alignment with, 133–136
boards and, 185
cultural differences in, 110–111
Van Swol, Lyn M., 55
Verducci, Tom, 86
VUCA (volatility, uncertainty,
complexity, ambiguity), 95, 101
Waal, Frans de, 137
Wachtell, Lipton, Rosen & Katz, 168
Washington Post Company, 26
Wasserman, Noam T., 106
Watkins, Michael D., 116
Watson, Thomas J., Jr., 136
Welch, Jack, 15, 18, 67–68
Welch, Suzy, 33, 67–68
West, Stephen, 50
“What Makes Great Boards Great”
(Sonnenfeld), 184
What You Can Change . . . And What
You Can’t
(Seligman), 87
“Why I Like People with
Unconventional Résumés”
( Fernández- Aráoz), 101
Williams, Ted, 85–86
willpower, 93–95
Winning
(Welch and Welch), 67–68
Wohlgezogen, Franz, 188
work samples, 60
World Business Forum, 15, 17
WYSIATI (what you see is all there
is), 20–22, 32, 50
Yew, Elaine, 147–148
Yun Jong- Yong, 7, 10–11, 18, 179
Zappos, 139
Zehnder, Egon, 165.
Egon
3/17/14 9:13 PM
About the Author
is a top global expert on talent
as one of the most inß uential executive search consultants in the
He is a senior adviser at the leading executive search Þ
rm Egon
rmÕs management
opment, people processes, and intellectual capital development.
He is a frequent keynote speaker at business gatherings in the
Americas, Europe, and Asia, as well as at leading management schools.
Fern‡ndez-Ar‡oz is the author of
(Wiley,
, and a reg-
Born in Buenos Aires, Fern‡ndez-Ar‡oz graduated with a Mas-
Before joining Egon Zehnder in 1986, he worked at McKinsey & Co.
in Europe.
He is married to Mar’a, and is the father of Ignacio, InŽs, and
3/17/14 8:43 PM
3/17/14 8:43 PM

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