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Who Is Yager Leadership? |
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The First Step to Success Is Selecting The Best Leadership Team Do You Suffer From The American Idol Effect? Where do all of those people come from? Do they really think they can sing? Yes! They really do. Do those candidates you have interviewed think they can do the job for you? Yes they do. What questions, what tests can you give to find out? None -- Read on. Predicting Future Performance With A Skills Based Approach To Selecting The Best -- We can help you be sure you have the right people in the right job. It is clear! The most successful organizations, businesses, athletic teams, artistic groups, and governmental agencies agonize over selection. You can't afford to hire or promote a person who is not completely qualified. Our approach to assessment and testing is behavioral (an audition). It is not personality, psychological, nor gimmicky testing. (Have you seen the snack test? They claim your personality, as if that mattered, can be determined by whether you prefer cheese puffs, pretzels, or chips. Give me a break! Others rely on favorite colos, handwriting analysis, the recommendation of others - most of whom have a built-in bias or a legal constraint that prevents them from talking.) Through a series of real-life job samples/simulations candidates are given an opportunity to demonstrate their ability in key skills. By combining an array of ability tests, leadership and communication behavioral evaluations, in-depth interviews by professional interviewers, multiple evaluators, and skills based methods of scoring we can assure accurate predictions of performance and potential. Our leadership and management assessments used before promotion or hiring lowers your risk and ensures increased performance. The Yager LTD Approach Is More Like An Audition Than A Simplistic Test Eighty percent of a coach's success is in the selection of the team. As many as 2/3 of choices fail to measure up. This process will dramatically increase your success and guarantee your future. Despite the outrageous claims of many selection "test" publishers, none have been proven to predict success at a level much greater than random statistical predictions. Extensive research has shown that "charisma" wins hands down when it comes to most forms of selection. Unfortunately charisma has nothing to do with successful leadership--and may even be a handicap.We can evaluate and assess your executive's, your managers and your senior professional sales representatives. We can tell you, with uncanny levels of accuracy, how well your candidate will perform in your job. How well they will learn, lead, coach and work with others. Using our behavioral auditioning techniques...
Why This Process Will Work For You To Improve Your Selection
The assessment process we use is much more similar to an audition than it is to an interview or test. You would not hire a basketball player, or a musician, or a typist without an audition or tryout to see how they perform. Why would you even consider hiring an influential and costly manager who may determine your organization's future without the same care and attention. It would be ludicrous to even consider hiring a highly paid professional based on their responses in an interview, or on a simplistic compulerized test of some sort.
Distinguishing Between Leaders
and Liars: The Weakness of the Interview Perhaps the reason reliance on the the interview process alone is so risky can be found in recent studies conducted at Columbia University and reported, among other places, on NBC News and ABC's 20/20. It was found in an extensive multi-year and very complex study that liars and leaders (at least the so-called "natural leaders") demonstrate identical interpersonal behaviors in an interview setting. It seems that although many good leaders present themselves very well in an interview - so do liars. The opposite is not true! Many extremely good leaders do not present themselves well in an interview. A fact that is not true for liars. So how do you tell the difference? It is difficult, if not impossible for untrained interviewers to identify a person's ability or potential in an interview. Consider this well established fact as evidence. It has been found that the less competent a person is in fact, the more competent they believe they are (excepting those who have the lowest level of self confidence.) Notice the level of competence being revealed in the current quiz show talent show and "reality" show craze. Have you wondered at the numbers of horrific singers who show up to audition for the RV show American Idol are so sure they will be the next American Idol? Why do people who know so little put themselves in positions where they need to know alot? These people are also less able to recognize competence in others, preferring to believe, as David McClelland found in his studies, to assume other's successes are based on luck, chance, or relationships. On the other hand, the more competent an individual is in fact, the less competent he or she feels, or acts. Humility and self deprecation replace arrogance. How can you tell the difference by the answers you get in an interview? The more experienced and competent a professional interviewer is, the more they come to realize how little they can determine about real ability, motivation, or potential in an interview alone. That is where we come in! Actual observation of behavior by experienced professionals is the difference...We do not simply ask a person to tell us how well s/he thinks s/he plans or thinks (or leads, or decides, or delegates, etc.). Nor do we ask how well they wish they could do these things. We observe and evaluate the candidates' ability to plan, to think, or to delegate in a realistic work setting. In our intensive interview process we are able to elicit facts and observations a less experienced interviewer can never obtain. We can tell you exactly how well your candidate performs on up to 20 different critical dimensions/skills. The Process for Evaluating and Assessing Sales/Selling ProfessionalsAnyone who has ever had to make a choice to hire or not to hire a sales or market specialist, knows how difficult this can be. The interview is the poorest and least predictable method of all. Testing alone, especially when limited to a single attitude or aptitude type of test, is equally problematic. Sales people are notoriously long on self promotion-but low on achievement and accomplishments. 10% of the nations sales people produce 90% of all sales. Our assessment process is skills based. It is designed to tell you how well your candidate will do. We send prework
examinations and testing and then conduct an interview/audition on the
telephone that provides the critical information we need to tell you about
your candidate's motivation, attitude, readiness, commitment, competence,
and confidence. With uncanny accuracy this complex and multi-method
process will help you be sure that the person who begins contacting your
customers, and promoting your product or service will do it as you expect.
Your future depends on it! (Put in terms this means
that, if you use an interview as your primary tool of selection, you can
be sure you have chosen the most qualified candidate no more than twice
in each group of ten candidates. Using our assessment process your chance
increases 400%- to nearly eight out of ten.) Too Many To Assess One-At-A-Time? Ask us how you can use The Assessment Center Method Yager LTD is among the most experienced practitioners in the Assessment Center Process, we were pioneers in design, use, and application of the Assessment Center Method. The Assessment Center is most commonly used when a number of candidates are to be evaluated for a single level or position. We will be happy to provide details on the steps or the process used for the development and validation of an Assessment Center and for the training of assessors. We have implemented centers in a broad array of organizations including Ford, Chrysler, G.M., AT&T, IBM, IHC, McKesson, State of Michigan, McDonnell Douglas, Boise Cascade, State of Oregon, State of Wisconsin, and many others.
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Leadership and Team Development
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