The OG’s, the originals, the people who have helped you grow your company to where it is currently thriving. How do you know when it’s time to consider replacing people on your team with more experienced people who have a bigger growth orientation than the original team? How do you gain clarity to know if you are truly dealing with a fit issue vs. an overwhelm issue? This can be a painful and confusing time for entrepreneurial leaders specifically as loyalties, habits and fun memories can easily blur judgement.
Let’s start with fit analysis. Our best defense in times like these is to find objective ways to measure our people. First, acknowledge but separate your emotions from the analysis. With a clear head, take each team member and score them against their alignment and natural inclination towards your company’s core values. Determine a baseline score (level of acceptability) and see where they fall against that baseline. If possible, ask other leaders on your team to run the same analysis, and compare the results to yours. Look for trends that fall short of your baseline score and determine if the areas where they fall short are coachable areas or true core value contradictions. If your results show a core values mis-match, it’s simply time to part ways.
If you find they align with your core values it’s time to dig deeper. EOS® teaches a great concept called Right People, Right Seats. Ask yourself if the team member Gets It, Wants It and has the Capacity to Do It. Adding in this series of questions, helps you better diagnose the issue. In some cases, you may find that someone who’s been with you for awhile, and aligns with your core values has simply outgrown their seat. In this case, shifting into a new seat is likely the current best solution. Use this approach to layer in the objectivity as best you can to take the personal feelings out and increase clarity to make an effective decision. If you find they don’t get it or want it, it’s time to discuss their future with your company. Grab our free tool to quickly perform this complete evaluation based on your own set of core values here.
Review their capacity. If you find the team member aligns with the core values, they get it and they want it, it’s likely they don’t have the capacity anymore to do the work. It’s time to help them delegate. In my company, to stay ahead of this, I task each Leadership Team member quarterly with identifying 20% of their workload they can delegate or automate. Emphasizing this commitment to delegation and upleveling in a consistent way sets the tone that delegation is both acceptable and expected for growth. As leaders, we set the example for being comfortable with delegation as a way to elevate the level of work around our most impactful contributions (our Unique Ability®).
Tackle this by reviewing their job function on your company’s Accountability Chart. Have them run an activity inventory to track what they are working on and look for trends that fall outside of the role functions. Utilizing a process like Unique Ability® or Delegate & Elevate™, begin to group the tasks into quadrants. Focus on delegating or automating tasks that are appearing in the lower two quadrants. It may mean it’s time to add a new seat to your Accountability Chart to accommodate the additional workload. Your investment in helping them uplevel their work not only teaches good habits for the future, but helps your team lead with their most impactful contributions.