EXECUTIVES SPEND MORE TIME on managing people and making people decisions than on anything else—and they should. No other decisions are so long lasting in their consequences or so difficult to unmake. And yet, by and large, executives make poor promotion and staffing decisions. By all accounts, their batting average is no better than.333: at most one-third of such decisions turn out right; one-third are minimally effective; and one-third are outright failures.
In no other area of management would we put up with such miserable performance. Indeed, we need not and should not. Managers making people decisions will never be perfect, of course, but they should come pretty close to batting 1,000—especially since in no other ...
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