4 Principles That Need To Be Paid Attention To In Identifying Rare Talents

From all over the world, from academia to sports, to music, millions of dollars and thousands of time are devoted to finding good seeds. But the reality is very merciless. Most of these innate recognition schemes do not work. In many cases, the effect is not as good as random balloting. Mastering the art of identifying talents is a very difficult lesson. People constantly make mistakes and constantly despair. We have made the model of Identifying Talents unprecedented and sophisticated. We have a huge work database, and software specialists help us sort priorities and set priorities in an instant. If this is not enough, we can also use countless psychological tests to measure the candidate's reaction patterns, personality traits and chances of success. Even with the help of all these technologies, we still have few indicators that can accurately measure the great potential. And to a large extent, talent still has a veil that has not been unveiled. How do we identify rare personnel How do we know if they really have great potential? How can we avoid the best candidates, but they are totally unaware of their mistakes?

Principle 1: do not only care about achievements, but also care about stories behind achievements. When we choose tomorrow stars, it is wrong to measure their achievements, especially those who have the gift of whispering. To assess whether a person has the qualities of being an elite in this field, it is not good for us to choose what we can see at the moment. To find the real potential, you must go beyond what you see now and discover the complex and multifaceted qualities that enable them to learn continuously, break through obstacles and get out of the inevitable stagnation. Many companies and business circles Controller Have eaten. High performance blind spot They will always be led by some people or certain results. For example, a candidate is in a lucrative industry, and the business of the company is booming. Most of the other candidates in the industry are failing, and the company is struggling to survive. Although these two people are similar in skills, they will have different opportunities. Compared with the latter, the qualifications of the former will be more attractive and will be considered more suitable for higher positions. In fact, it is more meaningful to see what they actually get and why they get them than just looking at the results they are presenting. So the best potential seekers in the world will carefully study the external environment of achievement. Like GE's charismatic leader and CEO Jack Welch, he will award the highest share of department leaders who have not completed their goals. Why? Maybe it is because the business environment of this department is worse than others, and this leader can lead his team to overcome many difficulties.

Principle two: understand the difference between fatal defects and opportunities. Timothy Galway has put forward a formula in his wise book "inner game": achievement = potential interference. The result is how well you actually do it, the result you can see here and there; the potential is your real ability; interference is the factor that hinder the potential to play; it can exist in various forms, including lack of knowledge, personal bias, lack of self-confidence or lack of experience. Ideally, interference should not exist and there should be no potential to be released. Achievements should be equal to potential, that is to say, WYSIWYG. But in reality, this is rare. The existence of high performance blind spots means that managers, teachers and coaches often neglect the potential that has not yet been released, and the potential is consumed in eliminating and resisting interference. If you regard weaknesses as opportunities, then this opportunity will help you find talents that others have neglected. Of course, coaches, teachers and managers must also understand that a fatal flaw that hinder progress is different from a good opportunity to be developed. To make significant discoveries, the evaluator should be prepared to give up the idea of pursuing perfection. Real potential doesn't have to be perfect. Identifying "whispering" talents requires us to be open minded, imaginative and curious.

Principle three: do not narrow the door. In the ocean of talent, people are overlooked. One of the most important reasons is that we have preconceptions about the people we are looking for. Every field has its own fixed channels of selection. These channels have been built for a long time, and to some extent, play a role year after year. However, we can hardly find anything within these narrow and familiar areas. If we narrow the scope of search too much, we must risk neglecting a large number of plastic talents.

In many fields, many people are labeled as "unsuitable" because they do not conform to certain standards of physique, quality and appearance, but eventually achieve a career. One reason for this is that when recruiting, we are limited by narrow and traditional channels. In the business world, qualified candidates will not emerge, because they can not exactly match those conditions, and can not be consistent with those of people in the traditional position. In the book "the secret of the best headhunter", George Anders describes that in 2006, Facebook broke the Convention and created a very free recruitment mode. They launched a procedural puzzle on their web page, which is known as the "master of riddles". This puzzle is used to discover potential IT engineers. The puzzle is very complicated. Facebook's own employees are very difficult to solve it. The reason for this new attempt is that they believe that many excellent IT engineers fail to find the way to Silicon Valley, and are likely to be stuck in a common job. The puzzle is to make them surfaced. Anyone can try to solve the puzzle and pass it to the Facebook headquarters in Artaud, Palo, where applicants with the best solution will be invited to the interview. Facts have proved that this method is very effective. By the beginning of 2011, Facebook recruited 118 engineers through the "puzzle masters", accounting for nearly 20% of its total engineers, many of whom were university dropouts. Generally speaking, there are many people who can not be recruited by traditional channels. Almost certainly they will be stuck in the traditional company application procedure tragically. The world is full of neglected talents. It is worthwhile to challenge their stereotypes of superstars. Take the time and energy to find them where competitors will not go.

Principle four: passion is greater than skill. Angela Lee Duckworth is an associate professor of psychology at University of Pennsylvania. Her research subjects include successful teachers, salesmen and students. She found that those who have made great achievements usually have great passion for a mission and are determined to achieve it, no matter how difficult it will be, how long it will take. Duckworth called this quality "firmness" and tried to develop a set of tools -- "the firm scale" to measure it. This scale requires respondents to give answers to 12 questions, including "if I start, I have to finish", "I often set a goal before I choose to pursue another goal". The scale can be completed in about 3 minutes and is completely self-report. The scale seems very simple, but when Duckworth applied it to practice, she found that the scale could largely predict success. Most of the resumes do not have a "firm" item waiting for the subjects to fill in, and a short interview can not let the interviewer find this quality. However, all fields show who will exceed expectations and ultimately succeed, who will become a great regret and whether firmness is an important determinant.