UKPete

I found your posts helpful. Particularly these two extracts. They confirm something I've thought occasionally but never hung on to. It's funny/interesting/a shame how I need to hear it from an outside source to validate my own thinking so that I will pay more attention to the idea. Thank you for posting.

My suggestions: 1) don't rely just on an interview (they are notoriously poor predictors). Get them to do a bit of the job. Better still, get them to work in the Salon for a day - you'll know a lot more about them by the end of that. The fancy HR term for this is 'Assessment Centre', by the way 2) Make it clear that there is a probationary (trial) period of, say, one month. At the end of this you review whether you want the person to continue. 3) Keep an eye on your gut feelings during the process. On the one hand, they might be telling you something useful (our adaptive unconscious has been developed over 10,000+ years) but they can make mistakes (eg, you take a strong like or dislike to someone not realising it's simply because something about them reminds you of someone you liked/disliked in the past).

Some possibilities: 1) Parts of you (unconscious) are not signed up to the goal, and are therefor not contributing or perhaps even sabotaging you. 2) Your expectations of how long it will take to see progress might be unrealistic - I found Darren Hardy's 'The Compound Effect' to be good on this. 3) You aren't measuring progress against an objective standard (ie, you *feel* you're not getting anywhere). I'm currently reading Lessons In Magic by Philip Carr Gomm, which is good on using different parts of yourself to set and achieve goals.