(Great) Employees Only: How Gifted Bosses Hire and De-Hire Their Way to Success
Thus, allowing that one person to stay is not being kind or generous; it's dangerous. It's dangerous for the individual, who knows that, at some level, he or she is doing second-rate work, and who you are locking into mediocrity, and it is dangerous for the group, which is slowed and distracted."
--from (Great) Employees Only
"Dauten will challenge every preconceived notion you have about making your career take off."
--Harvey Mackay, author of Swim With the Sharks Without Being Eaten Alive
"You'll rediscover the joy that's missing in your career, your coworkers, and yourself."
--Ken Elkins, former president and CEO, Pulitzer Broadcasting Company
48 Things Gifted Bosses Know.
PART I: 90-10-0: The Formula for Leadership Success.
Number 1: Hiring Is Motivation, or It’s Less Work to Get 100 Percent Improvement than 10 Percent Improvement 2
Number 2: You Can Change People, or You Can Change People.
Number 3: The First Step to Finding Star Employees Is Believing That They Exist, or How to Make the Playing Field as Un-Level as Possible.
Number 4: You Can Lead an Employee to Water, but If You Find One Who Knows a Better Path to the Water, Shut Up and Get a Bucket.
PART II: From Employees to Allies.
Number 5: Those Aren’t Employees (or Friends, Enemies, Family, or Students)—Those Are Allies.
Number 6: Those Aren’t Former Employees—Those Are Graduates.
Number 7: You Never Get Rid of Anyone.
Number 8: It’s Not Closure That’s Needed—It’s Aperture.
Number 9: How Two Allies (a Great Employee and a Gifted Boss) Find Each Other.
Number 10: Assume the Best, Part I: The Art of Being a True Ally.
Number 11: Assume That the Best Employees ALWAYS KNOW.
Number 12: What’s a Great Employee Worth?
PART III: The Graceful Art of De-Hiring.
Number 13: Replacing People Is so Hard for Most Bosses That They Don’t Do Enough of It.
Number 14: You Are Becoming Your Coworkers.
Number 15: A Meeting Moves at the Pace of the Slowest Mind in the Room.
Number 16: Firing Takes Guts—De-Hiring Requires Heart.
Number 17: Assume the Best, Part II: The Genius Lurking Inside.
Number 18: The My-Situation-Is-Different Myth: De-Hiring Works in Any Type of Business or Industry, Even Government.
Number 19: Intelligent Failing.
Number 20: You Can’t Buy Love from Fired Employees.
Number 21: From Set-Up-to-Fail to Set-Up-to-Be-a-Hero.
Number 22: You Aren’t Just Changing Employees—You’re Changing Lives.
Number 23: Lessons from a Master of the Art of De-Hiring.
PART IV: Inspiring, Effortless Leadership (The First Step in Hiring Great Employees).
Number 24: You Can Take Credit, but You Can’t Give It Away 86
Number 25: Effortless Leadership, Part I: No One Wants to Be Managed, so Stop Doing It.
Number 26: Effortless Leadership, Part II: Management by Asking Questions.
Number 27: Effortless Leadership, Part III: The One Who Manages Least, Manages Best.
Number 28: Effortless Leadership, Part IV: Winning versus Working.
Number 29: Guess What Kind of Employee Is Attracted to Average Pay?
Number 30: Never Bet on Employees Who Don’t Want to Bet on Themselves.
Number 31: What’s the Score? or How to Go from Shooting Around to Playing to Win.
Number 32: You Get What You Pay For: What Employees Believe They Get Paid For, Not What You Thought You Were Paying For.
Number 33: When the Inspired Culture Takes over the Hiring and De-Hiring.
PART V: Hiring Is What You Do So You Don’t Have to Manage (and It’s What You Do with Some of the Time You Save by Not Having to Manage).
Number 34: Hiring Is More Important than Sales.
Number 35: The Hiring Pipeline: The Best Selection Process in the World Is Only Capable of Picking the Best Person in the Competition.
Number 36: Contrarian Hiring, Part I: The Underground Talent Market.
Number 37: If You’re Feeling Insulted Right about Now.
Number 38: Contrarian Hiring, Part II: Finding Unusual People in the Usual Places.
Number 39: Contrarian Hiring, Part III: The Action Interview.
Number 40: Contrarian Hiring, Part IV: It’s Not Just a Job—It’s a Break.
Number 41: Contrarian Hiring, Part V: Hunting for New Talent Pools and/or Doing Pool Construction.
Number 42: Being Worthy of the Best Talent: In the Long Run, You Get the Employees You Deserve.
Number 43: If You Want Great Performances, You Have to Provide a Great Audience.
Number 44: If You Don’t Have a Great Story, You Don’t Have Great Employees or a WOMPing Good Place to Work.
PART VI: Understanding Bureaucrats, Upper Management, and Other Distractions.
Number 45: The Unspoken Assumption of Bad Management and Bad Marketing.
Number 46: The Team Makes the Stars While the Stars Make the Team.
Number 47: Your Work Is Only Part of Your Job.
Number 48: Leading via Happiness.
Acknowledgments and Sources.
About the Author.