People's personalities are pretty well formed before they come to you, and they've been leaving their fingerprints all over the place since childhood; anyone is fairly knowable if you do your homework. #principleoftheday (1/4)
You have to get at their values, abilities, and skills: Do they have a track record of excellence in what you're expecting them to do? Have they done the thing you want them to do successfully at least three times? (2/4)
If not, you're making a lower-probability bet, so you want to have really good reasons for doing so. That doesn't mean you should never allow yourself or others to do anything new; of course you should. But do it with appropriate caution and with guardrails. (3/4)
That is, have an experienced person oversee the inexperienced person, yourself included (if you fit that description). (4/4)
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A number of people have asked me what I’ll be doing now that I’ve transitioned Bridgewater to new leadership. (1/7)
While I’ll remain a mentor to Bridgewater’s investment team, with the transition complete, I can now do a lot more of what I love to do and less of what I have to do to get the results I want. (2/7)
Now my highest priority is to pass along what I learned and acquired to help others rather than to just help Bridgewater employees and clients. (3/7)
It pays to know what you and those around you are like and personality assessments are a great tool for doing so. nytimes.com/2023/03/05/bus… (1/6)
This NYT article talks about how important personality assessments can be in helping identify people's thinking inclinations and designing teams to be more effective. I recommend the article. (2/6)
As you might know I have found personality assessments so invaluable. I have used them for decades and then designed PrincipesYou with three great psychometricians to make one that takes only about 30 minutes and gives a very complete and accurate picture. (3/6)
Some ways of thinking will serve you well for some purposes and serve you poorly for others. It is highly desirable to understand one's own and others' ways of thinking and their best applications. Some qualities are more suitable for some jobs. #principleoftheday (1/7)
For example, you might not want to hire a highly introverted person as a salesman. That's not to say an introvert can't do that job; it's just that a gregarious person is likely to be more satisfied in the role and do a better job. (2/7)
If you're not naturally good at one type of thinking, it doesn't mean you're precluded from paths that require it. (3/7)
Too many people get hired because they are just "one of those." #principleoftheday (1/4)
If you're looking for a plumber you might be inclined to fill the job with the first experienced plumber you interview, without ascertaining whether he has the qualities of an outstanding plumber. (2/4)
Yet the difference between an ordinary plumber versus an outstanding one is huge. When reviewing any candidate's background, you must identify whether they have demonstrated themselves to be extraordinary in some way. (3/4)
The process for choosing people should be systematically built out and evidence- based. #principleoftheday (1/10)
You need to have a people-hiring machine in which the goals are clearly stated so that the outcomes can be compared with them and the machine (the design and the people) producing the outcomes can evolve to improve. (2/10)
Organizations typically hire people by having job candidates' resumes reviewed by semi-random people based on semi-random criteria... (3/10)
Values are the deep-seated beliefs that motivate behaviors and determine people's compatibilities with each other. People will fight for their values, and they are likely to fight with people who don't share them. (1/4) #principleoftheday
Abilities are ways of thinking and behaving. Some people are great learners and fast processors; others possess the ability to see things at a higher level. Some focus more on the particulars; still others think creatively or logically or with supreme organization. (2/4)
Skills are learned tools, such as being able to speak a foreign language or write computer code. (3/4)