Barry Conchie

Leaders need to change people's minds. And in our view, without the capacity to do that, your organization will really go nowhere. Not everybody's going to agree with you, but you're still going to get there. The fourth element is improving connectivity. That means organizations are associated as well as professional. It's about the connections between people.

Leaders need to change people's minds. And in our view, without the capacity to do that, your organization will really go nowhere. Not everybody's going to agree with you, but you're still going to get there. The fourth element is improving connectivity. That means organizations are associated as well as professional. It's about the connections between people.

If your organization is supremely well connected, it predicts strategic agility. And if it isn't, you're going to get silos, trenches, and divisions. You're going to get missteps, poor handoffs, and so on. The fifth element is controlling traffic. And controlling traffic is how you think about the way that you manage complex operation.

If your organization is supremely well connected, it predicts strategic agility. And if it isn't, you're going to get silos, trenches, and divisions. You're going to get missteps, poor handoffs, and so on. The fifth element is controlling traffic. And controlling traffic is how you think about the way that you manage complex operation.

And the controlling traffic that we describe in the book is like an air traffic controller. There are rigid rules that, my goodness, you've got to change on a dime in a heartbeat when things change. plane malfunction, angry passengers, a drug pilot. I mean, whatever it is, you've got to be able to deal with it.

And the controlling traffic that we describe in the book is like an air traffic controller. There are rigid rules that, my goodness, you've got to change on a dime in a heartbeat when things change. plane malfunction, angry passengers, a drug pilot. I mean, whatever it is, you've got to be able to deal with it.

So you've got very, very strict rules that guide certain parameters like how far planes have got to be apart, how fast they go, how quickly they descend, how you move them around the taxiway. Then everything after that is managing them to the rules. Goodness, there's so much unpredictability. You've got to be able to cope with that too.

So you've got very, very strict rules that guide certain parameters like how far planes have got to be apart, how fast they go, how quickly they descend, how you move them around the taxiway. Then everything after that is managing them to the rules. Goodness, there's so much unpredictability. You've got to be able to cope with that too.

So the five talents that really matter is our explanation of the critical elements that predict the top performing leaders. Now, not everybody is going to be good at all of them, but you need to be good at enough of them. And what the book does is describe that balance. Because I've got to tell you, there are some things I'm not good at. Absolutely hopeless.

So the five talents that really matter is our explanation of the critical elements that predict the top performing leaders. Now, not everybody is going to be good at all of them, but you need to be good at enough of them. And what the book does is describe that balance. Because I've got to tell you, there are some things I'm not good at. Absolutely hopeless.

You've got to booker these things. And as I think about my career, step B, I've learned to do more and more of less and less. So I'll let certain things go. And that's actually a really interesting model the book describes because we're not saying everybody has to do these five things. We're saying these five things need to be taken care of.

You've got to booker these things. And as I think about my career, step B, I've learned to do more and more of less and less. So I'll let certain things go. And that's actually a really interesting model the book describes because we're not saying everybody has to do these five things. We're saying these five things need to be taken care of.

So you need to contribute some, but maybe the way you build your team fleshes out the rest. So first element of the book, five talents that really matter. Then there are three other things. First two, number one, the way we've talked about leadership in the past is immature, inaccurate, and ineffective.

So you need to contribute some, but maybe the way you build your team fleshes out the rest. So first element of the book, five talents that really matter. Then there are three other things. First two, number one, the way we've talked about leadership in the past is immature, inaccurate, and ineffective.

We've either said leadership is a million things and we've complicated it, or we've been even more silly and said it really only boils down to this one thing, like, I don't know, humility. Well, goodness me, that's just not true. So we deconstruct leadership. a lot of nonsense that's been written about leadership over the last 40 years or so.

We've either said leadership is a million things and we've complicated it, or we've been even more silly and said it really only boils down to this one thing, like, I don't know, humility. Well, goodness me, that's just not true. So we deconstruct leadership. a lot of nonsense that's been written about leadership over the last 40 years or so.

The third element of the book is that companies get a lot wrong about selection. Sarah highlighted a few of those a little bit earlier with respect to face-to-face interviews. So what we do is we analyze what they get wrong about selection and then put in place a series of things that will help correct that. One of which, of course, is the assessment that we describing in the book.

The third element of the book is that companies get a lot wrong about selection. Sarah highlighted a few of those a little bit earlier with respect to face-to-face interviews. So what we do is we analyze what they get wrong about selection and then put in place a series of things that will help correct that. One of which, of course, is the assessment that we describing in the book.

If you use a well-calibrated predictive assessment, you'll make far fewer selection errors and far more selection hits. So the third element of the book describes what companies are currently doing wrong and how to fix it. And the fourth element of the book is the most exciting, and that is we give people a chance to take the assessment. So the book covers those four issues.

If you use a well-calibrated predictive assessment, you'll make far fewer selection errors and far more selection hits. So the third element of the book describes what companies are currently doing wrong and how to fix it. And the fourth element of the book is the most exciting, and that is we give people a chance to take the assessment. So the book covers those four issues.