From the moment he began using the disciplines on his yellow sheet, Rich was continually narrowing the scope of his responsibilities to a core set of activities. One of the areas that he most adamantly insisted on being involved in, and which had a profound connection to each of the four disciplines, was the hiring of new employees.
More than a third of Rich’s fifty-five-hour workweeks (fifty was just not realistic for him) was spent interviewing potential hires. Initially he insisted on seeing every candidate who cleared the first round of interviews. As the company grew, he limited himself to senior managers and partners. Even this proved to be a strain, but one that Rich gladly endured.
In addition to the time he dedicated ...