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WHO WILL SUCCEED?
E. C. Murphy
Savvy leaders get it: the fate of an organization depends on its ability to recruit, retain, and, when necessary, replace talent. But how do you determine which employees are most likely to soar and which may be doomed to crash and burn? In his latest book, Talent IQ, Emmett Murphy reveals the skills, concepts, and tools that create a culture of achievement, based on the findings of an extensive ten-year study.
Fifteen percent of your people will determine 90% of your success. These 15% are the "talent leaders" who build a magnet of achievement that pulls 40%+ of your other employees towards achievement in service, innovation, and stewardship. They're the people who translate their potential into action and set themselves and, as a result, your organization, on the path to success.
What distinguishes these high achievers from others? What are the specific behaviors that predict success? How can these behaviors be developed, reinforced, and projected onto the organization as a whole? And conversely, what are the roadblocks that can cause even the most talented performers to fail?
These are some of the questions I set out to answer in my book Talent IQ . The aim of the book was three-fold:
- To help leaders identify their their organization's top performers.
- To improve or remove underachievers.
- To boost productivity and profits as a result.
Based on research with 992 organizations in virtually every sphere of business, healthcare, government, and public service, involving over 100,000 subjects over a 15-year period, some definitive answers emerged. I'll share some of them here.
Achievers Succeed
There are three categories of workers:
- Achievers. They are the people who tell themselves, "I will succeed based on my own skills, abilities and accomplishments."
- Affiliators. These people seek to get ahead through personal relationships or solicitation.
- Bullies. They get ahead through coercion.
To complete this article
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