“Without question, Topgrading absolutely has made my career and all the companies I’ve run more successful.”– TJ Johnson, Executive Chairman, HTG Molecular Diagnostics This is a mini case study of how TJ Johnson created a very successful career. TJ was General Manager of a division of Hillenbrand when I interviewed him as part of a […]
Successful Start-up Executive Offers Keys to Success Read More »
Almost every leader I’ve interviewed has promoted people who were high performers in their current job, but failed when promoted. Years ago a popular business book was The Peter Principle (by Laurence Peter), a book that painfully documented how common it was to promote people to their level of incompetence.
How to Prevent Promoting People Who Then Fail Read More »
Jack Welch was visibly ticked off. “Too few of the people we promote turn out to not be A players,” he lamented, “and we have the best people management and development programs in the world.” Fast forward 15 years… I have just met with the #1 human resource executives at just the largest 100 companies
Why Most Promoted People Fail Read More »
In the best selling 3rd edition of Topgrading, my introduction says that a common myth about Topgrading is that every year you should force rank. Meaning rating employees from best to worst, and firing the bottom 10%. Jack Welch, former General Electric CEO, and one of the most respected CEO in the world, continues to
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Almost every leader I’ve interviewed has promoted people who were high performers in their current job but failed when promoted. Years ago, a popular business book was The Peter Principle (by Laurence J. Peter and Raymond Hull), a book that painfully documented how common it was to promote people to their level of incompetence. “She
A Players are NOT Necessarily Promotable Read More »