TAILIEUCHUNG - Practice Made Perfect 14

Practice Made Perfect 14 is the ideal opportunity to spend quality time with the best financial-advisory business consultants in the country. You get tips, tools, and worksheets to ensure that you can manage your practice to become the business success you want it to be. This book will be your new best friend—guaranteed | 108 Practice Made Perfect important than the others. It s important to evaluate what motivates them people data or things. In other words do they tend to be more social or more attached to their computers Are they hands on or hands off It s important to evaluate personality to ensure the candidate fits your benchmark for the position and is compatible with the culture you re trying to create. Some critical criteria include Self-reliance. Is she a collaborator or independent Submissive or assertive Srocess orientation. Is he innovative or orderly and predictable Reactive or organized Work style. Is she analytical and self- sufficient or group - oriented and outgoing Social skills. Can he take criticism or does he overreact Does he have passion or is he a dullard Is he frank Most leadership positions require a blending of these attributes. But before hiring you should establish a benchmark of the optimal characteristics for that specific job a blend that will suit the job suit you and suit your organization. Failure to establish measurable criteria for evaluating performance and to tie compensation to expectations. Being clear about what you expect your CEO to accomplish is vital both to the hiring process and to your ongoing management efforts. If you do not know specifically what you want someone to do how can you know if you ve found the right person Sure part of a CEO s job typically is to help devise a strategy for your business and then to build the team to implement it. Those are specific tasks that require specific skills. But as the owner you can t delegate all strategic planning to a CEO you need to have a clear vision of where you want the business to go. At this point your challenge is to decide whether you should serve in the management role the leadership role or both. Between your vision for the practice and its fruition lies a long shadow a shadow of doubt of ability of time. If your time is better spent on client service or on business development .

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