Do you have the right people in the right seats?
Sara Charlesworth
Scale-up founder now providing funded support at Berkshire Growth Hub
Grow a team, to grow your business
I’m lucky enough to spend my days listening to small business leaders whilst they talk to me in confidence about the challenges they’re facing.
A common one is hassles with staff. Can’t find the ‘right’ people; can’t keep people turning up; can’t keep them at all.
Often, a business owner wants to replicate themselves. Anything less, and they feel they can’t achieve what they want to – being able to get on with growing the business, away from delivery.
In his book ‘Traction – Get a Grip on your Business’, writer Gino Wickman says it’s all about getting the ‘right people in the right seats’.
Know your values
Start with the understanding that the ‘right’ people are the ones who share your company’s core values and thrive in your culture. Now here’s a thing – you have to understand and be able to state what those values are. Can you articulate those?
Next step is to take time over job descriptions. And to understand the strengths and skills of each individual you already have on the team.
What worked for me
My first business was in software distribution, I started the firm in my twenties and later sold. When I took on my first few employees, it hadn’t been long since I worked for someone else.?So I was able to simply model what I felt my employer did right. I’m not ashamed to say, I based my job descriptions and person specifications on the format my previous employers had used. I just changed the content to reflect how I saw each role.?
Every member of the team had a six-month appraisal, during which we revisited their job description and amended it. This way, they felt visible. They felt that all of their work, including the inevitable extra tasks, were being seen and appreciated. And when they moved on or went on maternity leave, I had an up-to-date job description I could use to recruit.
The people you have
How do you feel about your team? Is everyone in the right seat? Are they feeling appreciated, challenged? Are you helping them to grow?
In the book ‘Traction’, there are 3 steps to ensure your people are growth-ready:
·??????Create structure. I’ve found an article to help with this here.
·??????Explain and expect accountability
·??????Enable autonomy
Autonomy is hard for owner leaders. But did you know that autonomy is one of the essential elements in building true employee engagement??An article in Employment Magazine provides 6 Ways to Encourage Autonomy With Your Employees (entrepreneur.com)
Managing performance
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Perhaps performance management a barrier to growth??I see this in some small businesses. The owner knows it, too. But ‘having the difficult conversation’ is being avoided more than someone with a new persistent dry cough.
For years I’ve seen the results of fledgling companies recruiting poorly, I call it panic-hiring. The probation period passes, and there is great hope of improvement.
Leaders can then be terrified of falling foul of HR legislation, or at the very least face a moral dilemma – and the business suffers.
Don’t get me wrong, I’m not suggesting you start firing half your team.
But what can you do, when you realise that despite careful recruitment, structure, accountability and easing off the reins, things still aren’t going well?
Having a process can lead to more comfortable conversations
‘Traction’ suggests a ‘Three-Strike Rule’.
Whilst the title doesn’t sit well with me, the process is exactly what I followed in my company, based on my discussions with ACAS. ACAS is an organisation that many don’t realise can advise businesses as well as employees. Acas | Making working life better for everyone in Britain
The following is an abbreviated version of the process. Seek advice from an HR professional or from ACAS.
·??????Discuss the issues and your expectations with the team member, and give them 30 days to improve. I would add in here, ask them why they think there are issues. Listen carefully.
·??????If you don’t see improvement, discuss their performance, giving another 30 days.
·??????In the unlikely event that you still don’t see improvement, it’s time to begin the termination process.
You may never need the second and third steps.?
If you would like some help with leadership or recruitment, contact your Growth Hub who can talk things through and help you find an HR professional or appropriate coach if you’d like one.
If you find this article interesting or you would like advice on any of the discussion points, set up a profile on our website or contact me directly. Berkshire Growth Hub provides funded, impartial advice and support to SMEs.
References:
Chief Executive Officer | Strategic Leadership | Business Development | Brand Positioning | Product Innovation | Fashion, Beauty and Retail
1 年Excellent article Sara! Very thorough and helpful. I love Traction and all his EOS methods. Really practical and impactful. It is so good to have a system and principles in place which take the uncertainty and self-doubt out of challenging situations - sometimes knowing the next step to take in a systematic way is amazingly stress reducing. Hope this is the first of many articles!
Talent & Change Management, Executive & Career Coaching, Recruitment Strategy, Leadership Development & Outplacement.
1 年The point re values is well made, if people are 'in tune' then the organisation is fun to work for and the culture encourages growth. How do you define culture? At interview I get candidates to ask the question 'What is it that attracted you to work for ABC, and what is it that keeps you here today?'. Having a detailed and well structured job specification is vital to attract the best talent. It should also contain the 5 or 6 key competencies for the role. When interviewing against the competencies, you need to probe for evidence of past success in these areas. You may wish to consider using tools like half day assessment centres or psychometrc testing, they can be done cheaply. The key thing to understand is that if you are hiring against key competencies then you need to measure success against them other than just at six/twelve month appraisals. Regular communication with your team is vital via a weekly 'one to one'. These should be an opportunity for your employee to talk about the previous week. Do you want to employ radiators or drainers? If you have the right processes in place and still performance isn't there, then don't hang onto someone that brings the rest of the team down! A positive environment is key to success.
Author of ‘The MAGIC Happens in the Silence.’ Founder of MAGIC Coaching. Helping organisations build a coaching culture. Award winning coach and leadership trainer
1 年Sara Charlesworth This is excellent. Full of useful advice and practical tips. Thanks for sharing
Passionate HR Professional
1 年Sara Charlesworth, thank you for your insightful article. I wanted to share a recommendation that aligns with your ideas – the book by Dan Radecki and Leonie Hull on psychological safety. It offers valuable insights on creating a supportive work environment. Integrating their principles into company values and processes, can promote a culture where individuals thrive, and hopefully reducing the need for measures like the 'Three-Strike Rule'.
Supporting business owners run successful businesses || Managing change || Charity Trustee
1 年Great article Sara Charlesworth and very on point. Creating that 2-way street for employer and employee is vital to support business growth. I did smile at the comment that employers (especially with first employment) want to hire a mini-me - I tend to steer people in the direction of carving up the roles within the business and hire to where the short fall is.