Peter F. Drucker on picking people

Drucker writes:

The most important thing is that the person and the assingment fit each other.

 An assignment is not a job description. Contrary to job descriptions, assignments change all the time, and can only be understood in a wider context of time and requirements. An assignment can be to diversify the business, accelerate revenue growth, increase profitability....  It points to what the managerial action needs to achieve. Furthermore, qualifications, such as seniority, particular experience, skills or diploma's are only a starting point. Their absence disqualify candidates for a particular assignment. I look at strengths in terms of a past performance record that can be verified, because what is of great importance is what people can do and achieve - not the titles they held. Does the particular manager have the right strengths for what the organization needs to achieve ?

Most important is the personality of a candidate. Do the character, personality type and style of a candidate fit the culture of a corporation and his future peers in the organization ? Personality will define how managerial action will turn into results. This points to the universal truth that truly senior managers always exhibit superior social and emotional intelligence. Qualifications and personality are the two sides of the same coin.