Leadership it is.

So, you knew I would say this?

That means you know it, too! Let us delve in to understand.

I disagree that happy employees do happy work.

Agree or care to disagree?

We all want our employees to be happy, but be careful here. Happy employees do not mean work is getting done or done right or well.

We should want content employees who enjoy their work and want to come to work.

The difference is that happy employees may expect numerous days off, pay raises without doing any work, or a compliment following a successful project in which they did not assist.

I don’t want that, and you should either.

When we hold our team accountable and give the right feedback, we can ensure that work is done AND that our team is satisfied.

So, how does that work?

It starts with the basics.

You need to ensure you hire the right person for the job.

Have you ever heard of the right person, right seat?

Let’s first make sure they are the right person.

Ask yourself what your company’s values are. Does this person meet them?

Say, punctuality is essential to the company. Is / can this person be punctual?

If professionalism is a must, can this person work professionally? If yes, you got yourself the right person.

You are one step closer to ensuring you got the right person for the job and one step closer to a happier employee. Let us take a look at the right seat.

Every position demands unique responsibilities and a specific skill set. When hiring, it's crucial to assess the job requirements and identify the necessary strengths and competencies.

Breaking down the job's essentials simplifies the hiring process by narrowing the candidate pool to those who align with your criteria. If a candidate lacks the required skills, they might be an excellent fit for the company overall but not for that particular role – hence the importance of finding the "right seat."

For instance, meticulousness and efficiency were paramount when I sought to hire a secretary due to the extensive data entry involved. Conversely, charisma and strong communication skills took precedence when recruiting a workshop facilitator.

Once you've identified the job's requirements and the corresponding skill set, the hiring process becomes more straightforward.

However, what if you already have individuals in place? No one likes letting anyone go. Addressing this scenario requires a thoughtful approach. Enter the GWC tool, which assesses whether someone is in the right seat by evaluating if they "Get it," "Want it," and have the "Capacity" to do it.

• Get it: Does the individual comprehend the job's essence? Do they understand what needs to be done?
• Want it: Are they genuinely interested in this specific role?
• Capacity: Do they possess the necessary skills and emotional resilience to excel?

While we can't instill understanding or desire, we can support individuals in developing the required capacity for the role.

Consider Sarah, a customer service representative in your company. While she aligns with the company's values, she needs help to meet job expectations, resulting in client complaints about her unprofessionalism and lack of contribution.

Assessing Sarah's fit within her role, we find that while she comprehends the importance of professionalism and desires to excel, she needs to gain the skills required for efficient customer service. This deficit in capacity prompts a crucial decision-making process. She gets it and wants the job, yet lacks capacity.

Can we and should we invest in Sarah's development by providing training, mentorship, and resources to enhance her capacity? Note- that this is on the leadership. Should we train her, she could become a valuable asset in the right seat. However, retaining her in the role would be detrimental to her growth and the company's success if we cannot commit to this investment.

Ensuring individuals are in the right seats maximizes their potential contribution and fosters organizational success.

Now, leadership must kick in here and help Sarah become her best. Let us save the talk on how to build strong leadership for a different time. Just as a quick preview, we need to develop a strong foundation.