Three practical disciplines for rigour

How to be rigorous in people decisions without being ruthless.

Jim Collins's framework, from Good to Great, pp. 49 to 73.

When in doubt, don’t hire
Keep looking, and limit growth to your ability to attract the right people (Packard's Law).
When you know, act
Make the people change, but first check the person is not simply in the wrong seat.
Best people on biggest opportunities
Put your best people on opportunities, not problems, and keep them if you sell off the problem.

From chapter: Chapter 3 - First Who . . . Then What, pp. 49–73

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