When a person is attractive, it is something that this person Halo shows. A halo of a person is his physical attractiveness, his character, his education, his influence. People are attracted to people who are attractive, whose character is magnet, who are dynamic, who are sharp.
In marketing people are attracted to people who are dying to learn, people who have skills, people who want to know, people who do it by minimum difficulty.
In Education, teachers are attracted to students who are attractive physically and decent, they like to teach them and create them as Gurus, and most likely students are attracted to the friendly and heart heartedly teachers, who are nice and decent, who are true mentors and true aiders, they love teachers who are sharp and witty and have accent.
In Workplace a CEO is attracted to a person who looks neat and rich, who is prune and have knowledge and verbal’s, who do it by minimum difficulty, who have intuition.
A personnel who is sharp is attracted to a CEO who masters human behavior, who help him to cope and have stamina at work, who understands his negativity and his rages and his ups and downs and a CEO in return loves a person who sucks his anger and nervous manner.
Phil Rosenzweig author of The Halo Effect: … and the Eight Other Business Delusions That Deceive Managers discusses:
Much of our business thinking is shaped by delusions — errors of logic and flawed judgments that distort our understanding of the real reasons for a company’s performance. In a brilliant and unconventional book, Phil Rosenzweig unmasks the delusions that are commonly found in the corporate world. These delusions affect the business press and academic research, as well as many bestselling books that promise to reveal the secrets of success or the path to greatness. Such books claim to be based on rigorous thinking, but operate mainly at the level of storytelling. They provide comfort and inspiration, but deceive managers about the true nature of business success.
The most pervasive delusion is the Halo Effect. When a company’s sales and profits are up, people often conclude that it has a brilliant strategy, a visionary leader, capable employees, and a superb corporate culture. When performance falters, they conclude that the strategy was wrong, the leader became arrogant, the people were complacent, and the culture was stagnant. In fact, little may have changed — company performance creates a Halo that shapes the way we perceive strategy, leadership, people, culture, and more.
Drawing on examples from leading companies including Cisco Systems, IBM, Nokia, and ABB, Rosenzweig shows how the Halo Effect is widespread, undermining the usefulness of business bestsellers from In Search of Excellence to Built to Last and Good to Great.
Rosenzweig identifies nine popular business delusions. Among them:
- The Delusion of Absolute Performance: Company performance is relative to competition, not absolute, which is why following a formula can never guarantee results. Success comes from doing things better than rivals, which means that managers have to take risks.
- The Delusion of Rigorous Research: Many bestselling authors praise themselves for the vast amount of data they have gathered, but forget that if the data aren’t valid, it doesn’t matter how much was gathered or how sophisticated the research methods appear to be. They trick the reader by substituting sizzle for substance.
- The Delusion of Single Explanations: Many studies show that a particular factor, such as corporate culture or social responsibility or customer focus, leads to improved performance. But since many of these factors are highly correlated, the effect of each one is usually less than suggested.
In what promises to be a landmark book, The Halo Effect replaces mistaken thinking with a sharper understanding of what drives business success and failure. The Halo Effect is a guide for the thinking manager, a way to detect errors in business research and to reach a clearer understanding of what drives business success and failure.
Skeptical, brilliant, iconoclastic, and mercifully free of business jargon, Rosenzweig’s book is nevertheless dead serious, making his arguments about important issues in an unsparing and direct way that will appeal to a broad business audience. For managers who want to separate fact from fiction in the world of business, The Halo Effect is essential reading — witty, often funny, and sharply argued, it’s an antidote to so much of the conventional thinking that clutters business bookshelves.