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It's Not the How or the What but the Who: Succeed by Surrounding Yourself with the Best (Englisch) Gebundene Ausgabe – 19. Juni 2014

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  • Gebundene Ausgabe: 244 Seiten
  • Verlag: Harvard Business School Press (19. Juni 2014)
  • Sprache: Englisch
  • ISBN-10: 1625271522
  • ISBN-13: 978-1625271525
  • Größe und/oder Gewicht: 2,5 x 17,1 x 24,8 cm
  • Durchschnittliche Kundenbewertung: 5.0 von 5 Sternen  Alle Rezensionen anzeigen (1 Kundenrezension)
  • Amazon Bestseller-Rang: Nr. 57.083 in Fremdsprachige Bücher (Siehe Top 100 in Fremdsprachige Bücher)

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"Best Business Book of the Year: Executive Self Improvement" -- strategy+business magazine "Few people know more about global leadership than Claudio Fernandez-Araoz." -- Diane Brady, Bloomberg Businessweek "...a recommended pick for any who would enter the global market." -- Midwest Book Review "An essential read for anyone involved in the hiring of staff." -- Business Traveller ( "... practical advice on how to systematically select and develop the right people. Readers will gain surprising insight into their own biases, and learn how to overcome them to accurately assess the skills and potential of others." -- TD magazine (Association for Talent Development) "This is an outstanding book, entertaining and informative in equal parts. I highly recommend it to anyone who is responsible for personnel decisions." -- Leading Business Books Blog ( ADVANCE PRAISE for It's Not the How or the What but the Who: Jim Collins, bestselling author, Good to Great-- "Claudio Fernandez-Araoz has vast experience, deep knowledge, and profound wisdom on perhaps the most vital question facing any enterprise: how to get the right people on the bus and into the key seats. Anyone who strives to lead from good to great would do well to grow by delving into Claudio's work, for he is a true master." Angela Ahrendts, former CEO, Burberry; Senior Vice President, Apple Retail-- "A brilliant perspective into 'the fourth era of people decisions' for all companies striving to keep pace with this rapidly changing, increasingly complex world. Finally, a focus on hiring for insatiable curiosity and the insight to see connections, all to achieve collective greatness. Thank you, Claudio, for enlightening the business world about how great companies are built and transformed, and how they remain at the forefront of society." Daniel Goleman, bestselling author, Emotional Intelligence-- "People decisions are some of the most difficult, yet most consequential choices managers make. It's Not the How or the What but the Who has engaging, practical, and evidence-based wisdom that will help anyone with this essential task. Claudio Fernandez-Araoz offers up a rich collection of his penetrating insights; I can think of no one more qualified to advise us. This is a truly outstanding guidebook, offering every manager sound direction on what to do Monday morning." Jong-Yong Yun, former CEO, Samsung Electronics-- "There is an old Asian adage about '(great) people being everything.' Fernandez-Araoz's book is elegantly written with penetrating analysis and meticulous detail. A significant book on how to execute on great people decisions--extremely relevant for thoughtful executives and CEOs." Herminia Ibarra, The Cora Chaired Professor of Leadership and Learning, INSEAD-- "In this extraordinary book Fernandez-Araoz expertly marshals his vast experience, palpable passion, and a wealth of important research to explain what's really required to get and groom the best talent. Whether hiring a new team member, composing a board, or even selecting the next Pope, anyone whose success depends on making better people choices (and that's all of us!) must read this book."

Über den Autor und weitere Mitwirkende

Claudio Fernandez-Araoz is a senior adviser at leading executive search firm Egon Zehnder and a former member of its global executive committee. He holds an MBA from Stanford and has previously worked for McKinsey & Company. He is a global expert on hiring and promotion decisions and leadership development, and a frequent speaker at major business gatherings. His advice has been sought by the CEOs of several of the world's largest companies and many governments. Fernandez-Araoz is a regular lecturer at Harvard Business School, a frequent contributor to, and the author of Great People Decisions: Why They Matter So Much, Why They Are So Hard, and How You Can Master Them (2007).

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Format: Gebundene Ausgabe Verifizierter Kauf
Excellent lecture of leadership by one of the most accomplished experts in this field. Practical guideance all along. Wonderful refresher of all the things that are pretty clear but seldom done.
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Die hilfreichsten Kundenrezensionen auf (beta) 79 Rezensionen
20 von 21 Kunden fanden die folgende Rezension hilfreich
How to make smart personnel decisions 15. Mai 2014
Von John Gibbs - Veröffentlicht auf
Format: Kindle Edition
We have the wrong brain and the wrong education to get people decisions right, according to Claudio Fernández-Aráoz in this book. We distrust people who are not similar to us, but to succeed in a globally minded environment we need to surround ourselves with people who have diverse backgrounds and complementary skills. And the vast majority of managers have not received proper training on assessing others and helping them reach their highest potential.

To complicate matters, we tend to assume that the difference in productivity between employees is normally distributed, so that the difference between an above-average performer and a below-average performer is not that much. However, in skilled occupations such as software development the productivity difference between a standout programmer and an average programmer can be as much as 1,200 percent. It really is important to try to recruit the star performers.

So, what are some of the key things you need to do when interviewing a job candidate?

• Carefully check for self-awareness and humility
• Reduce the social pressure for overly positive self-assessments
• Give the candidate a realistic idea of the required skills and behaviours and the expected challenges
• Tell the candidate to discuss the potential role and his or her readiness for it with close friends and colleagues
• Conduct smart reference checks

The book is filled with wisdom on topics associated with personnel recruitment including how many candidates you should interview, the benefits and pitfalls of using consultants, how to ensure that new hires fit into your organisation, how to support their integration, how to deal with compensation, and how to create teams that thrive.

This is an outstanding book, entertaining and informative in equal parts. I highly recommend it to anyone who is responsible for personnel decisions.
8 von 8 Kunden fanden die folgende Rezension hilfreich
Choosing the right staff 22. Juli 2014
Von Ian Mann - Veröffentlicht auf
Format: Kindle Edition Verifizierter Kauf
In October 2011, international executive search consultant, Fernandez-Araoz addressed the World Business Forum, a group of 4000 senior executives and middle managers in New York. He asked his audience the question I pose to you, too: “How many of you have made major mistakes while making crucial people choices?” All 4000 people raised their hands.

I bring this very practical book to you attention because of the answer he received to the second question he asked the Forum: “How many of you have studied how to assess people (for the purposes of employment)?”

If you are like those attending the forum, the answer is no. Less than half of 1% of attendees had studied how to select the right person for the job.

Fernandez-Araoz has been an executive search consultant for 28 years across all major industries in more than forty countries. He concluded “the key to outstanding performance…is the ability to surround oneself with outstanding people.”

Jack Welch, the former CEO of General Electric (GE), was widely regarded as one of the greatest managers of the 20th century. He reports that as a junior manager at GE 50% of his appointments were wrong. 30 years later, as CEO, 20% were wrong.

If this legendary manager took 30 years to reduce his error rate by 20%, little wonder the rest of us have such trouble!

Combine this challenge with the limited talent pool we have available in South Africa. The best are in very short supply, and we need more of the very best to succeed against global competition.

The problem of employing the best is that people are not designed to make great people decisions. We are hardwired for unconscious biases and other decision impairing errors.

Fernandez-Araoz poses this hiring situation: “Mary graduated from an Ivy League university five years ago, and has since worked at an outstanding consumer goods company, where she has been promoted twice… Joe took twice as long as required to graduate and has worked for the last four years for quite an unprofessional family company, from which he was recently fired.”

You put Mary through an unchallenging interview and employ her. You throw Joe’s CV in the bin.

Mary, in fact, was only a C student, and was employed because of family connections. She is mean and abusive to colleagues. Joe worked night-shifts to put himself through university, and was fired to make room for the owner’s son.

In Joe’s case, you prematurely rejected a good candidate.

Why are we so sure, but so wrong? A primary source of hiring error is the human tendency to take what we see as all there is, placing too much weight on the information in front of us.


A landmark Harvard Business School study investigated the impact of different types of CEO succession on operating returns in 200 organizations over 15 years. The study considered four scenarios: (1) an insider promoted in a firm doing well; (2) an insider promoted in a firm doing poorly; (3) an outsider hired to a firm doing well; and (4) an outsider hired to a firm doing poorly.

One finding was that insiders did not change their company’s performance. The reason is not that similar people working in a similar way produce similar results. Rather, we simply do not work as hard to evaluate insiders as we do with people from the outside, especially when things are going well.

When we employ from outside, we are forced to write a proper job description, consider a larger pool of candidates, grill them in well-structured interviews, and conduct in-depth reference checks. We do not use the same rigour with internal appointments.

Companies should always look for opportunities to promote top internal candidates while also benchmarking against high-quality external ones. Research has consistently shown that the best appointments happen when you consider a wide pool of both insiders and outsiders.

For each position the company needs to fill, thorough background work must be done. I have seen this skipped even for external appointments.

Fernandez-Araoz suggests: “Map out your priorities, take a critical look at the people around you. Are you facing a demographics threat? What is the strength of your leadership bench? Are there looming vacancies you’ll need to fill? Who are your most strategic players? The most competent? The most critical? Who would competing teams, units, or companies be most likely to go after? How will you keep them instead? Perhaps most importantly— who are your rising stars? Who could take on a bigger or different role? What training will they need to do so?”

Does all this time consuming effort matter? Consider these facts and then decide if the effort is worthwhile.

The difference between a typical performer and a highly productive one on an assembly line is about 40%. The difference grows exponentially with the complexity of the job. A top life insurance salesperson is 240% more productive than the average one, while exceptional software developers or consultants outperformed most peers by 1,200%.

We cannot rely on the typical interviews as these are usually “a conversation between two liars.” The company is lying about their attractiveness and the candidate about their competence.

We need thorough preparation and rigorous interviewing and by people with superior “hiring averages.” A hiring average is your score on the number of candidates you employed and their success after six months in the position. If those responsible for employing in your company know they will ultimately be held accountable for their verdicts— with a hard number— interviews will change from chatting to real interviewing conversations.

With the right knowledge, training, and practice, AF believes everyone can master the art of great “who” decisions. Correct selection also provides the best opportunities for success you will ever have.

No matter how good the strategy, or no matter how good the method, you cannot be an A-grade company with B-grade people.

A good place to start honing you skill would be by reading this outstanding book, the best I have ever read on this subject.

Readability Light ---+- Serious
Insights High +---- Low
Practical High +---- Low
5 von 5 Kunden fanden die folgende Rezension hilfreich
Robin Roberts 12. Juni 2014
Von Mr RW Roberts - Veröffentlicht auf
Format: Gebundene Ausgabe
This book should be compulsory reading by all leaders, both private and public sector. It states the truth, in a very accessible way, that the most important resource is the human resource. The book shows that this is true from a small team to a whole nation. The best people will always triumph, no matter what the task. Every student of history knows that the failure of an organisation, or a nation, is solely due to the failure of its people to meet the challenges they face. Claudio Fernandez-Araoz explains beautifully that while picking enough good people is hard, not least because of statistical error, it is possible to improve the hit rate sufficiently to tip the scales in favour of organisational triumph. Hiring enough great people is not rocket science, it is harder than that. Claudio, together with his earlier book Great People Decisions, shows it can be done. Buy this book.
4 von 4 Kunden fanden die folgende Rezension hilfreich
The "Who" element, the ""Female Opportunity" and much more 8. Juni 2014
Von Tommaso Arenare - Veröffentlicht auf
Format: Gebundene Ausgabe
Claudio Fernández-Aráoz published "Great People Decisions" in 2007. The book has achieved global fame with fifteen international editions, emphasizing how important people decisions are for the success of one's personal life as well as for the broader impact of leadership in the world we live in.

"It's Not the How or the What but the Who" provides extraordinary leadership insights through forty-four short essays. As an example of his effectiveness, if only for a short minute, in this review I want to focus on Essay 34, where Claudio describes what he calls "the Female Opportunity".

Claudio writes on page 160: Over the past few years, as I've traveled the world to speak with senior private and public leaders about talent issues,… I am often asked where I see the most opportunity. My answer is never a country, it's a gender: women"

A couple of pages later, Claudio ends this chapter on the Female Opportunity quoting one best practice: Italy.

And he does so with specific mention to the recent history of Italy's most effective legislation in favor of diverse boards.

Women mean talent, positive change, better corporate governance and endless possibilities.

I strongly recommend Claudio's book for precious insights as to the people element is crucial in addressing most key leadership challenges of our time.

Tommaso Arenare
4 von 4 Kunden fanden die folgende Rezension hilfreich
It's Not the How or the What but the Who 16. Juni 2014
Von Victor Loewenstein - Veröffentlicht auf
Format: Gebundene Ausgabe
This is a clear, profound but very understandable study on the recruitment and motivational process in management appointments or successions. Claudio has the ability to transform complex statistical studies or intricate psychological treatises into clear to understand and often humorous language, making his book easy to read and as exciting as a good detective novel. A "must read" for those decision-makers who want to hire or promote as well as for those who seek career progression.
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