ABSTRACT

They [managers] had to identify the people in their organization that they consider in the top 20 per cent, the vital middle 70, and finally the bottom 10 per cent. The underperformers generally had to go. Making these judgements is not easy, and they are not always precise. Yes, you’ll miss a few starts – but your chances of building an all-star team are improved dramatically. This is how great organizations are built. Year after year, differentiation raises the bar higher and higher and increases the overall calibre of the organization.