“There are only people who make people decisions right… and people who make people decisions wrong and then repent at leisure.”
“I know,” Mr. Sloan continued, “you think I should be a good judge of people. Believe me, there’s no such person. There are only people who make people decisions right, and that means slowly, and people who make people decisions wrong and then repent at leisure. We do make fewer mistakes, not because we’re good judges of people but because we’re conscientious.”
Decisions on people usually provoked heated debate in the General Motors executive committee. But on one occasion the whole committee seemed to be agreed on one candidate—he had handled this crisis superbly, solved that problem beautifully, quenched yonder fire with great aplomb—when suddenly Mr. Sloan broken in. “A very impressive record your Mr. Smith has,” he said, “but do explain to me how he gets into all those crises he then so brilliantly surmounts?” Nothing more was heard of Mr. Smith. However, on occasion Mr. Sloan could also say, “You know all the things Mr. George cannot do—how come he got as far as he did? What can he do?” And when Mr. Sloan was told, he would say, “Alright, he’s not brilliant, and not fast, and looks drab. But hasn’t he always performed?” And Mr. George turned into a most successful general manager in a big division at a difficult time.
ACTION POINT: Make decisions on people your top priority. Spend more time on these decisions so that you will not have to “repent at leisure.”
Adventures of a Bystander
* Source: The Daily Drucker by Peter F. Drucker