Sublime

Hearing Dan Cable, author of Change to Strange, speak at a Young Presidents’ Organization program at London Business School, Browne wondered: 1. How can we expect our employees to be extraordinary and differentiate the company if we use the same hiring and onboarding methods as competitors? 2. What characteristics describe our ideal workforce that

getting the people right, getting the teams right.”

Following the interviews, we survey every interviewee with a tool we call VoxPop,xxviii to find out what they thought of the process, and later use their feedback to adjust our process accordingly.

Pay unfairly: Your best people are better than you think, and worth more than you pay them

Marcus Buckingham and Curt Coffman, First, Break All the Rules: What the World’s Greatest Managers Do Differently. New York: Simon & Schuster, 1999.

THE FOURTH DOT In order to fortify the talent density in your workforce, for all creative roles hire one exceptional employee instead of ten or more average ones. Hire this amazing person at the top of whatever range they are worth on the market. Adjust their salary at least annually in order to continue to offer them more than competitors would.

of the firm’s entire productive capacity, 40 or 50 percent is consumed with a higher-priced person performing a lower-value task.