Jim Collins says it best, “Get the right people on the bus, the wrong people off the bus, and the right people in the right seats.” It’s his secret formula for companies to achieve success, starting with the executive team.
We understand that crafting a well-balanced and experienced executive team is difficult. However, as a challenge for small to mid-sized companies, finding the right people who share your company’s core values to help support a culture based upon those values is crucial to the company’s success. As a leader, you must know who takes what position, what they’ll be doing, and if their experience and competence level match up.
It won’t happen overnight. But, the following points can help you when filling the right seats with the right people who will do the right thing:
FILL EVERY SEAT
The executive team is the top management team. It should consist of a group of leaders responsible for your company’s overall strategy and direction. They’ll help you make critical decisions to shape the future of the business. But, will your company be successful if the top team is a collection of random people? Most likely not.
Create a team that holds one another accountable, and to do that, you’ll need to know who is accountable for what task. For example, if one person is taking up “too many seats” and doing many jobs at once, it’s likely those jobs are not getting done well. For most small companies, this issue is unavoidable. But to problem-solve, ask yourself these questions often: “What position needs attention? And how soon?”
ONE PERSON PER SEAT
More often than not, we see more than one person sitting in the same chair. It’s a problem. There should be one person per seat. It happens when many people work on one project, but nobody is accountable. For example, there might be four people responsible for creativity. But, who’s in the Head of the Company seat for Creative? It’s unclear.
Choosing the right person to be accountable is key. However, this doesn’t mean that this person needs a title. It simply means this person is accountable for knowing how things are going in this business area and will act as the “go-to” person for reporting progress.
You might have employees that have been with your company for a very long time. These employees are loyal to you. But are they dedicated to the growth of the cause? If not, they may be holding you and your company back.
One of the things I’ve observed is that loyalty is very important, but loyalty to your cause can really be much more beneficial than loyalty to your person. It’s not that you don’t want to be disloyal to the person, but being loyal to your cause can take you and your company much further.
Join us for an interview with John Stacy. You’ll learn how he could create a successful business for his clients while touching on this concept. He walks us through how he helps clients enjoy life and change the way they do business.
MAKE TIME FOR TRANSITIONS
After sorting the “bus,” leaders tend to have one of two typical responses. It’s normal to sway towards an “I’m done, you handle it” attitude or “I’m never letting go” cling. However, implementing a transition phase between decision-making and execution can help. We believe this may be the most effective way to handle your entrepreneurial growth.
No company is perfect, but it’s possible to straighten things out and overcome people’s issues. Putting the right people in the right seat is crucial and should be clearly defined in your company. Once you do this, it will soon simplify your life, save your time, and make your business more profitable, fun, and effective.