Great employees only: how gifted bosses hire and de-hire their way to success

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John Wiley & Sons, Sep 18, 2006 - Business & Economics - 200 pages
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After searching for the best bosses in America, Dale Dauten discovered a little-known fact about some of the country’s great managers--they often have considerable turnover in their staffs. This was surprising. After all, if you’re a great boss, you hire terrific people and create a great work environment that no one wants to leave, right? But employees were leaving, some because they were being lured away to marvelous new jobs, but others because the gifted boss was escorting them out, usually with such grace they were glad to go (a process that the author calls “de-hiring”). But ultimately everyone was better off, those who stayed or left, and especially the boss who was able to trade-in the second-rate employee for a new star, and in doing so, creates a stronger team.

(Great) Employees Only is short and to the point—a collection of quick bursts of insights that will be easily readable and entertaining. Some of the topics covered include:

  • Always be hiring – what talent scouts know
  • Talent courtship
  • Employees vs allies
  • Firing takes "guts" but de-hiring takes "heart"
  • Creating a culture that does the hiring and de-hiring
  • Beyond darwinian management -- minimizing the need to de-hire
  • What H.R. and the lawyers say 

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Contents

Hiring Is Motivation or Its Less
2
The First Step to Finding Star
8
Those Arent Employees
14
Copyright

21 other sections not shown

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About the author (2006)

Dale Dauten writes two nationally syndicated weekly columns that appear in more than one hundred newspapers. He began his career as a consultant before heading his own marketing research firm, whose clients include McDonald's, Procter & Gamble, and 3M, among others. Most recently, as the founder of The Innovator's Lab, he has worked with such companies as Georgia-Pacific, General Dynamics, Caterpillar, and NASA. He is also the author of The Gifted Boss.

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