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  3. Jeffrey Cohn and J. P. Flaum surveyed and interviewed the managing partners of 32 private equity firms (including Blackstone, Ca

Jeffrey Cohn and J. P. Flaum surveyed and interviewed the managing partners of 32 private equity firms (including Blackstone, Ca

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问题     Jeffrey Cohn and J. P. Flaum surveyed and interviewed the managing partners of 32 private equity firms (including Blackstone, Carlyle, KKR and Silver Lake) about their CEO search process and how it has changed over time.
    Among the surprises: Executives said they’ve learned to pay less attention to attributes such as track record and experience, the criteria typically most prized by recruiters, and to give more weight to softer skills.
    The researchers drew the following conclusions: Experience is overrated. When filling a CEO position, there’s comfort in hiring someone with prior CEO and industry experience. But the first criterion can dramatically narrow the pool, and the second can yield, candidates who are so familiar with the industry that they’re hidebound or likely just to recycle the strategic playbook from their last job. Similarly, overemphasizing quantifiable success in prior positions can be misleading, because results are often a function of "right place/right time" or organizational or team factors rather than one individual. And even within an industry, different competitive positions can demand very different skills—cost cutting versus product innovation versus business model change, for instance.
    Team-building skills are paramount. Of the 13 attributes included in the survey, the highest ranked was a candidate’s ability to assemble a high-performing team. That makes sense, because many PE investments involve turnarounds in which the new CEO must completely rebuild the C-suite. To avoid leaders who won’t excel at building teams, PE execs say, they watch out for candidates who use "I" too much when talking about accomplishments or who display so much intellectual horsepower that they come across as arrogant, which can inhibit hiring and developing A-level talent.
    Urgency outranks empathy. PE firms operate with strict timetables for when a company should be improved and the investment recouped through sale or IPO. (The typical goal is five years.) This ticking clock means that a portfolio company CEO can expect close oversight and faces heightened expectations a-bout the speed with which cost cuts or revenue growth will take place. While this doesn’t mean that a CEO shouldn’t listen to customers or show concern for employees, it does require moving decisively and without regrets.
    Resilience is a must. Parents understand that building resilience in children is important to character; PE types, too, cite it as an important leadership virtue. They’ve become skeptical about candidates who have skipped seamlessly from success to success. "PE firms want to see that a candidate has faced setbacks, made errors, and run adrift—yet lived to fight another day," according to the researchers’ report. This attribute is especially important because in turnaround situations, leaders are likely to encounter some negative results.
    A final difference between private equity and public company CEO hiring: PE execs tend to judge very quickly—usually within nine months—whether a new hire is working out.  Compared with public company directors, they are quick to engineer a failing CEO’s exit—and when they think back, they often wish they’d moved even more quickly.
In the PE execs’ mind, which one of the following people may excel at building teams?
选项 A、People who do not use the word "I" when speaking to the boss.
B、People who do not emphasize the significance of accomplishments.
C、People who care more about the team members.
D、People who show very low intelligence.
答案C
解析 细节题。KK三步宝典：K1定位。由题干的PE execs和building teams定位到第四段第四句：To avoid leaders who won’t excel at building teams，PE execs say，they watch out for candidates who use “I” too much when talking about accomplishments or who display so much intellectual horsepower that they come across as arrogant，which can inhibit hiring and developing A-level talent．（私募高管们说，为了避开那些不擅长建立团队的领导，他们小心提防那些谈到成绩时使用“我”过于频繁或展现过多智力而显得傲慢的候选人，因为这能影响招聘和培养一级人才。）KK三步宝典：K2替换。线索句很长，可以用选项分步比对。选项A．People who does not use the word“I”when speaking to the boss“和老板说话时不用‘我’这个词的人”，而原文说的是they watch out for candidates who use“I”too much when talking about accomplishments“他们小心提防那些谈到成绩时使用‘我’过于频繁”的。前提是“谈成绩”不是所有的“说话”。故排除。选项B．People who does not emphasize the significance of accomplishments“不强调成绩重要性的人”。而原文是they watch out for candidates who use“I”too much when talking about accomplishments，（他们小心提防那些谈到成绩时使用‘我’过于频繁的），显然，老板关注的是此人是否太突出自我，而不是太强调成绩重要性，故排除。选项C．People who cares more about the team members“更关心团队成员的人”，原文讲的是：they watch out for candidates who use“I”too much when talking about accomplishments or who display so much intellectual horsepower that they come across as arrogant，which can inhibit hiring and developing A-level talent(他们小心提防那些谈到成绩时使用“我”过于频繁或展现过多智力而显得傲慢的候选人，因为这能影响招聘和培养一级人才）。所以，老板喜欢有团队意识的人，同义替换以后即为答案。选项D．People who shows very low intelligence“表现出很低智商的人”，原文说的who display so much intellectual horsepower that they come across as arrogant（展现过多智力而显得傲慢的候选人），可见，老板排斥的是展现智力而带来的傲慢，并不是智力本身的问题。
特别说明：“某人不喜欢A”，不等于说“某人喜欢B”，因为有可能“某人喜欢C”。
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