Download Business Confidential: Lessons for Corporate Success from by Peter Earnest PDF

By Peter Earnest

Acritical determine in America's chilly struggle intelligence operations, Peter Earnest is familiar with human nature and the way to set priorities to stick precise to a challenge. With this ebook, Earnest and bestselling writer Maryann Karinch show how center rules of intelligence practice on to company approach. belief construction, loyalty, cutting edge considering, utilizing intelligence to aid difficult determination making, getting the main from human assets all are linchpins of severe enterprise approach, necessary to: Vetting, hiring, and coaching the best staff constructing connections with the best humans Contingency making plans working in either pleasant and adverse territory slicing losses on the correct time whereas expanding the final win ratio With instructive examples from CIA operations and the enterprise global, enterprise exclusive vividly illustrates the worth of the intelligence attitude in brand new unpredictable company panorama

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Extra resources for Business Confidential: Lessons for Corporate Success from Inside the CIA

Sample text

If you can call the feat an accomplishment resulting from training and good judgment, then it’s competence; if you can call it a stunt, it’s heroics. James Bond does amazing things that no real case officer could do, no matter how much training he or she had; they are stunts. Captain Chesley B. “Sully” Sullenberger III, whose emergency landing of the US Airways jet in the Hudson River on January 15, 2009, prevented the loss of 155 lives, did something that regular people could do with the right training and Chapter 2 • What Are the Right Qualities?

In the Clandestine Service, we recruit with the aim of enlisting someone’s services as a covert source of information or to be put in a position to exert covert influence on our behalf. Sometimes, the same person serves both purposes. Since Chapter 2 • What Are the Right Qualities? 19 recruitment is the primary work part of the Clandestine Service’s business, it’s helpful to take a look at why Dick was good at it. Dick’s raw intelligence, coupled with a personable demeanor and genuine interest in people, was the foundation.

Max Hugel’s highly publicized failure seemed to be that he did not, or could not, do that. I want to draw a clear distinction here between competence and heroics, because it’s competence that any organization needs, though it’s heroics that catch our attention and often lead to thunderous applause (or promotion). What’s the basic difference? If you can call the feat an accomplishment resulting from training and good judgment, then it’s competence; if you can call it a stunt, it’s heroics. James Bond does amazing things that no real case officer could do, no matter how much training he or she had; they are stunts.

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