PART 1
MASTERING
ORGANIZATION AND
INTERP ERSONAL
SKILLS
W
hen I was designing a global training program for research ana­
lrsts and associates of a large Wall Street finn, it was relatively
easy to identi�' the required technical skills and knowledge for the job,
such as creating forecast models and conducting thoughtful valuation.
But after all of this was cataloged, there were clear deficits, specifically
in important nontechnical areas such as the following:
•
Selecting the optimal universe of stocks
•
Time management
Influencing skills
Managing information flow
Buy-side only: maximizing the benefits of sell-side
relationships
•
15 •