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Added for You - How to Hire the Best Possible Executives
Kiosks are basically a one stop information tool, let's first define the word kiosk to see the history of where they've come from so we'll be better able to understand what exactly what they are: ki·osk noun 1. A small open gazebo or pavilion. 2. A small structure, often open on one or more sides, used as a newsstand or booth. 3. A cylindrical structure on which advertisements are posted. The first recorded instance of the word "kiosk" was back in 1865 with reference to a newspaper stand. Kiosks are still known today as traditional freestanding retail booths. With the recent advent of low-cost pc's and the internet kiosks are taking on a whole new shape and definition.Computer Or touch screen kiosks have forged their way into main stream.The technology used in interactive kiosks is basically the same as th
Example Executive Capability:
Again, this required executive capability translates into an interview question:
Example Interview Question:
Example Candidate Response:
Hello Valued reader,You just have to ‘tap your caps’ to them.No matter if you are a baseball fan or not; even if you love the team or can’t stand them… you have to marvel at how they did it.My name is David Pynn; I’m the guy that helps people grow their businesses.Amongst my coaching clients, conference calls and other obligations in October, I had to take some time and see them do it.What you ask?I had to see the self-proclaimed ‘idiots’ make baseball history.For those reader’s not familiar with this story, let me fill you in.The Boston Red Sox are a Major League Baseball team in North America. They have not won their Leagues Championship series (The World Series) since 1918.Are you familiar with Babe Ruth?He was once a player on the Boston Red Sox and was traded to
So where does the process typically break down when attempting to hire the absolute best "A-Player" talent?
The process typically breaks down in the preliminary stage where the specific quantified objectives for the executive role in question are actually being defined – or failed to be defined.
Typically either the role's objectives and/or charter have only been loosely defined in concept, but have not been defined at all in detail in terms of the quantified specific business objectives/metrics the role will be responsible for delivering against. In other words, no one has defined explicitly what the role is expected to accomplish/drive in the near term – let alone the long term – with respect to the measurable impact the role is expected to have on quantifiable business metrics.
Many times all that is known is "We need an EVP of Sales", or "We need a CFO" as far as the functional concept of the role. The problem with this is it translates into simply focusing only on – what – a prospective candidate has done in their career. This in turn translates into candidate assessment overly focusing on whether or not a candidate does or does not have the required scope & scale of quantifiable responsibility/experience implying they will not be "in over their head" and possess "been there; done that" experience of appropriate scope & scale.
So why is it so important to quantify and define the specific business objectives/metrics the role will be responsible for delivering against? This might seem obvious, but you'd be surprised how often this isn't done in a deliberate concrete way.
It is important to quantify and define the specific business objectives/metrics the role will be responsible for delivering against because, from a specific objective, you can derive/infer the specific executive capabilities, skills, and attributes that a candidate must possess in order to have a chance at achieving the specific objective. This "peeling the onion" so to speak causes you to focus on – how – a prospective candidate achieved – what – they claim to have accomplished.
Focusing on – how – they accomplished something exposes the prospective candidate's executive capabilities. Identifying a candidate's executive capabilities will give you a much stronger indication of their ability to meet/exceed – your company's – business objectives chartered to the role you're trying to fill.
Example Business Objective:
From this you can derive/infer the specific requisite executive capability an "A-Player" candidate must possess.
Example Executive Capability:
This required executive capability translates into an interview question:
Example Interview Question:
Example Candidate Response:
Expanding on the profitability objective for the executive that own revenue production for the company could translate into the following executive capability:
Example Executive Capability:
Again, this required executive capability translates into an interview question:
Example Interview Question:
Example Candidate Response:
When it is the height of elections, there is unmistakably countless strategic planning for fund raising. Even if aspiring politicians detest pleading for money, they simply have to in order to support their candidacy. Yes, they may have their own resources but there are also some where their acquired wealth is not enough. Just imagine the amount that they need to come up so they can travel to different places to visit future constituents as well as print publicity materials.Cards laid on the table says that there is the absence of strategic planning for fund raising, either one of two things will happen, it will directly be from your pocket or continue with the process without any pecuniary assistance. Well, it is absolutely alright if you have a fat bank account so you can write big checks. This was pretty much the same case wit
Many times all that is known is "We need an EVP of Sales", or "We need a CFO" as far as the functional concept of the role. The problem with this is it translates into simply focusing only on – what – a prospective candidate has done in their career. This in turn translates into candidate assessment overly focusing on whether or not a candidate does or does not have the required scope & scale of quantifiable responsibility/experience implying they will not be "in over their head" and possess "been there; done that" experience of appropriate scope & scale.
So why is it so important to quantify and define the specific business objectives/metrics the role will be responsible for delivering against? This might seem obvious, but you'd be surprised how often this isn't done in a deliberate concrete way.
It is important to quantify and define the specific business objectives/metrics the role will be responsible for delivering against because, from a specific objective, you can derive/infer the specific executive capabilities, skills, and attributes that a candidate must possess in order to have a chance at achieving the specific objective. This "peeling the onion" so to speak causes you to focus on – how – a prospective candidate achieved – what – they claim to have accomplished.
Focusing on – how – they accomplished something exposes the prospective candidate's executive capabilities. Identifying a candidate's executive capabilities will give you a much stronger indication of their ability to meet/exceed – your company's – business objectives chartered to the role you're trying to fill.
Example Business Objective:
From this you can derive/infer the specific requisite executive capability an "A-Player" candidate must possess.
Example Executive Capability:
This required executive capability translates into an interview question:
Example Interview Question:
Example Candidate Response:
Expanding on the profitability objective for the executive that own revenue production for the company could translate into the following executive capability:
Example Executive Capability:
Again, this required executive capability translates into an interview question:
Example Interview Question:
Example Candidate Response:
If you've been following our series on medical billing and more specifically, our series on electronic billing of claims using NSF 3.01 specifications, you have no doubt noticed that there are quite a few records involved with sending a claim to a carrier, whether it be Medicare, Medicaid, or a private insurance company. Well, before we go into explicit detail on the trailer record specifications themselves, a general overview on trailer records is probably in order. Why? Well, unfortunately, even if the individual claims in a submission are clean, meaning no errors or violations, a problem with any of the trailer records can get not just one, but ALL the claims rejected.The individual records, or claims in a claims file, need to have all the individual I's dotted and T's crossed. But still, that isn't enough. Because all of
It is important to quantify and define the specific business objectives/metrics the role will be responsible for delivering against because, from a specific objective, you can derive/infer the specific executive capabilities, skills, and attributes that a candidate must possess in order to have a chance at achieving the specific objective. This "peeling the onion" so to speak causes you to focus on – how – a prospective candidate achieved – what – they claim to have accomplished.
Focusing on – how – they accomplished something exposes the prospective candidate's executive capabilities. Identifying a candidate's executive capabilities will give you a much stronger indication of their ability to meet/exceed – your company's – business objectives chartered to the role you're trying to fill.
Example Business Objective:
From this you can derive/infer the specific requisite executive capability an "A-Player" candidate must possess.
Example Executive Capability:
This required executive capability translates into an interview question:
Example Interview Question:
Example Candidate Response:
Expanding on the profitability objective for the executive that own revenue production for the company could translate into the following executive capability:
Example Executive Capability:
Again, this required executive capability translates into an interview question:
Example Interview Question:
Example Candidate Response:
What do your customers experience when they interact with your business? As a mystery shopper, I help businesses see themselves through the eyes of their customers by posing as a typical customer and evaluating their service, quality and cleanliness. Was it easy to find what I needed? Were the employees polite and helpful? Was everything neat and clean? Was I thanked for my business? What happened when I made a return?Whether your business is an international retailer or a small one-person shop, what you don't know about your customers' perceptions of your quality and service can hurt you. Put yourself in your customers' shoes and test your business. Depending on the characteristics of your business, you may conduct the evaluation of your business yourself, enlist t
Example Executive Capability:
This required executive capability translates into an interview question:
Example Interview Question:
Example Candidate Response:
Expanding on the profitability objective for the executive that own revenue production for the company could translate into the following executive capability:
Example Executive Capability:
Again, this required executive capability translates into an interview question:
Example Interview Question:
Example Candidate Response:
We have now reached the fourth phase of the PDCA cycle. This article completes the loop (as well as setting the foundation for beginning at Phase 1 again - Continuous Improvement.As mentioned in the previous articles of the set, some benefits may be derived from reading this article in isolation. However, if you get the chance, please read and use the complete set. The article ids follow...Make Continuous Improvement One Of Your Goals - As Soon As You Possibly Can (ID: 74077) Continuous Improvement - PDCA - The PLAN Phase (ID: 76694) Continuous Improvement - PDCA - The DO Phase (ID: 78506) Continuous Improvement - PDCA - The CHECK Phase (ID: 81089) O.K.We have Planned in Phase 1 We have Done in Phase 2 We have Checked in Pha
Example Executive Capability:
Again, this required executive capability translates into an interview question:
Example Interview Question:
Example Candidate Response:
By beginning the process of filling a new executive role in your company with quantifying and defining the specific business objectives/metrics the role will be responsible for delivering against, and then deriving/inferring the associated requisit executive capabilities, you can then develop very focused probing interview questions to draw out a prospective executive candidate's resonant executive value proposition associated with – each – requisit executive capability an executive candidate must possess to excel in the role. This will give you a much clearer picture of what you are investing in when considering bringing a new executive onto your team and give you a much better indication of an executive candidate's ability to excel in the critical role you're trying to fill on your executive team.
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