The following story was told by David Schwartz, president of organizational consulting firm Executive Confidential.
Client: A New York–based porcelain and ceramic tile importer.
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Problem: The owner of the small, 60-employee company was a dynamic, intense, and bright CEO with a self-diagnosed organizational effectiveness weakness: He was doing a "lousy job" at hiring and was quite unhappy with the caliber of much of his senior staff.
Diagnosis: The CEO allowed instinct and emotion
