Scorecards describe the mission for the position, outcomes that must be accomplished, and competencies that fit with both the culture of the company and the role.

• Listening

Who mistakes happen when managers: • Are unclear about what is needed in a job • Have a weak flow of candidates • Do not trust their ability to pick out the right candidate from a group of similar-looking candidates • Lose candidates they really want to join their team

The most important decisions that businesspeople make are not what decisions, but who decisions.

That is a difficult thing to assess, but it really matters. I want people who are committed.

The scorecard is composed of three parts: the job’s mission, outcomes, and competencies. Together, these three pieces describe A performance in the role—what a person must accomplish, and how. They provide a clear linkage between the people you hire and your strategy.

Who refers to the people you put in place to make the what decisions.

The final step in the sourcing process, the one that matters more than anything else you can do, is scheduling thirty minutes on your calendar every week to identify and nurture A Players.

are multibillion-dollar revenue companies, what matters is having: (1) the right strategy in the right market, (2) an A management team, and (3) financial discipline. The difference between an A and a B CEO produces an order of magnitude difference in the return.”