Asymmetric Hiring: A Case Study of Informal Leaders
Dallas Bozeman, Performance Manager, Deepwater Subsea.
Why do we still fail at front-line leadership? Your new hire is top of his class, driven to succeed, passionate, experienced, and gifted in his trade. Yet, within six months he has been replaced or moved and the cycle starts all over again. Why? Our failure to attract young leaders has created a generation who believe knowledge, skills and ability are all that is necessary. By using a personal and successful case study while working with Special Forces in war-torn Afghanistan, the intent of this abstract is to share a vision of leadership defined by our ability to serve others. By identifying young leaders to build relationships outside their network, risk their ego in order to serve those they rely on, and anticipate opportunities to demonstrate their value, you will create unfair advantages within the market and successfully manage change.
This presentation will discuss:
• The art of identifying informal leaders and
• How progress is hindered by our inability to develop relationships.
• Strategic Vision, risk, and Human Equity.
• The importance of character and humility before knowledge and skills for success.