Predicting Success. Lahey David

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      David Lahey

      Predicting Success

      Praise for Predicting Success

      Cover image: Individuality Sphere © iStock.com/fatido

      Cover design: Wiley

      Copyright © 2015 by Predictive Success Corporation. All rights reserved.

      www.predictivesuccess.com

      Published by John Wiley & Sons, Inc., Hoboken, New Jersey.

      Published simultaneously in Canada.

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      ISBN 978-1-118-98597-7 (cloth); ISBN 978-1-118-98599-1 (ebk); ISBN 978-1-118-98598-4 (ebk)

      Chapter 1

      How to Start

      PEOPLE. THEY ARE AT THE CORE OF everything a business does. How we work and communicate has been an area of study in North American corporate circles for decades. An avalanche of research describes an evolving global business landscape that will soon be populated by workers in jobs for which they are “mismatched,” workers who live with an entitled view and disconnected workers whose skills aren't properly taken advantage of. These workers then must labor under the direction of so-called leaders whose own managerial talents are lacking a fistful of essentials – including the small matter of understanding how to get the most out of their workforce. Oh, and this is against the backdrop of weakening international economies, widespread unemployment, and spiritually bankrupt political players. Yoga breath now.

      This is good news. This is what opportunity looks like. This is a chance for the tough to get going and the wheat to start drawing up separation papers for the chaff. If everyone is thriving, after all, how can any single organization stand out from its competitors? It is from an environment of uncertainty and despair that the truly phenomenal emerge.

      And better still, the trick to surfacing as the victor from such a challenging scene is a relatively straightforward one. Scientific in its proven application and even mathematical in its precision, employ it, and reverse your fortunes. Master it and never look back.

      The Blame Game

      Job one on this pursuit is to gain an appreciation for exactly what's wrong with the status quo. Sometimes, business leaders are broadly aware that things aren't working so well at the shop, that resources aren't being utilized to their full potential, or that the lofty ideals they harbor for their company's existence are not being met. However, they're unable to identify the particular source of their shortcomings so that they might effectively address them. As per the adage, if you don't know what's broken you cannot find the solution.

      If you're among those still wondering where the problem lies, here's a hint. It's North America's greatest asset, complete with an ill-applied skillset and an underused productivity well. It's the average worker, and you might think he's “just your mailroom supervisor” or “only your IT guy,” but you'd be wrong. He's your entire company.

      The Office Paradigm, Revised

      Mercifully, long gone are the days when fat-cat corporate types would oversee СКАЧАТЬ