Over the past several weeks we have been exploring the value to growing organizations of delegating responsibility and authority. Thus far we have reviewed the principle of multiplication, the linkage between responsibility and authority, and outlined the value of a succinct job description to augment clear communication.
Consistent with this discussion, author Jim Collins in his book, “Good to Great,” uses a lucid analogy when he points out that it is important to get the right people “on the bus,” once there, to get each person in the “right seat,” and, then as necessary, to get the wrong people “off of the bus.” Let’s explore each of these at bit…
Get the Right People on the Bus: It goes almost without saying that hiring the right people is crucial to delegation of responsibility. Less clear is the answer to the question, “Who are the right people?” Obviously one aspect is the skill-set that a person brings to the table. But in our experience, the skill-set is far from the most critical element. Of equal or greater importance is finding and hiring the person who is a good fit for the overall team. Sometimes a talented person simply does not match the culture of the team, or does not bring the right balance of personality to the game. We have explored this is in more detail in a previous series of weeks – but the point here is to get the “right” people on board, and not to simply “fill the seats on the bus.”
Get Each Person in the Right Seat: Once people are on the team, it becomes equally important to find the right functional role for each person. Sometimes this takes a bit of experimentation. By trying a specific task-load and then as necessary adjusting, shifting, and reassigning tasks among team members, the best person-to-task fit can be achieved. Other times, additional coaching or training can augment the effort to get each person properly positioned for maximum effectiveness. The key is to find the best match between the person and the mission-centric role they fill. Time and adjustments can lead to proper maximized alignment for each person.
Get the Wrong People off of the Bus: A difficult and yet necessary leadership responsibility is to make changes when an individual who is on the bus simply is not a good match for the position - or for the team. We cannot simply stand around and watch like gawkers at a traffic accident. And yet obviously no one enjoys this topic, decision, or action; it is not easy, especially for verdant leaders. Yet it is a necessary exercise of leadership to be willing to face the music and deal with those instances when an individual simply is “not on the right bus.” It requires courage to deal with such situations; yet leadership requires courage – and dealing with a wrong fit for the team is just such an occasion. Action is required, difficult though it may be. Passivity and leadership are antithetical; as hard as it is, action must be taken.
As we have said previously, there are professionals who specialize in human resource management who can provide a level of expertise on this topic beyond the scope of this blog. Our purpose here is simply to offer a catalyst for our thinking and consideration when delegating responsibility to others.
What have we missed? What would you add? Subtract?
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