CEO's --> The Ten Commandments of Nomination
Here is some excerpt from the book I just have read.
Insights from
20 Global Business Leaders
Stanislav Shekshnia,Kirill Kravchenko
and Elin Williams
if some body needs full book, PM me…
The nomination role is crucial for sustainable business performance. If a CEO recognizes and plays this role well, her organization will end up with motivated, competent and autonomous professionals in key positions. The paradigm of “distributed leadership” creates superior human capital that—when working at full capacity—delivers superior performance.
The Ten Commandments of Nomination
Quote:1. Thou shalt invest time in the task and never stop looking for talent. Allocate at least 20% of your time to evaluating talent and making people decisions—and this doesn’t include time for developing or mentoring your staff. Keep your eyes open at work, at home, at a football game and on the beach. Then remember what you saw and return to scoop up the best people when the time is right. 
2. Know thy people and what makes them fit the company. Be clear what you’re looking for. Define it in a few simple terms: traits, values or characteristics. Three to five specific requirements are enough, but avoid generic factors such as communication skills, general intelligence or business acumen. Concentrate on what’s unique to your company instead. And if a person doesn’t quite match your description, but you strongly feel she’s right for the job, give your instincts a chance (while also testing them for the possibility of unconscious bias). Make her an offer. 
3. Thou shalt occasionally hire from the outside purely for talent (not necessarily for a specific job). Don’t worry about matching external hires with a specific job, if they fit with your company and have potential for growth. When you see real talent, go for it. 
4. Know thy core positions—and fill them. In most companies the jobs which make a critical contribution to the creation of value are not limited to CEO –1 and CEO –2 levels, they may be deep in the organisation. Knowing and personally staffing them is an imperative for any CEO. 
5. Give functional jobs to people who are stronger than thee in that discipline. Diego Bolzonello sums this up best: “When we select people, they have a function and I have a specific rule. They must be better than me in that function!” 
6. Give jobs to people who have the potential to succeed thee one day. You know from Class 4 that the best way of developing leadership skills is to allow people to lead, so don’t waste any precious opportunities. 
7. Always make development a part of thy nomination decision. When you promote people define their developmental programme in the same way as you define their responsibilities, authority and accountability. “When we choose someone to be a top manager, we proceed with the process of training. It’s obligatory,” says Yang Wansheng of China Machinery Engineering Company (China). 
8. Move thy people into new jobs for potential not for readiness. Nobody is ever 100% ready for any job. Take risks by promoting people with potential. Stretching assignments are good for leadership development. 
9. Keep thy people for performance not for potential. Motivation and potential open the doors to key jobs, but it’s performance that keeps people in the room. Make this clear to your managers and act swiftly if they don’t start to perform after the entry stage is over (admittedly, the length of this period will be different for different companies, industries and positions). 
10. Do not be afraid to nominate thy tricky or troublesome people. They may not be easy to work with, they may have challenged you in the past, they may not dress to your liking, but they will bring diversity, originality and dynamism to your team. 
And, for good measure, here’s an 11th commandment especially for CEOs who are moving on…. 
11. If thou must move to another company, thou shalt not do it alone. Research shows that changing companies when you are CEO is a very risky business. Bringing your team along is a moderating factor. But what will happen to your former company in this case? Better to stay where you are and reinvent yourself, perhaps. 

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