Right People Right Seats

Get the Right People in the Right Seats

This month we’re exploring the concept of Right People Right Seats. You have to have both in order for your company to succeed.

Right People means that your people match the culture of your company. They get it. They like to work the way that you like to work. Their values align with the company values. Their goals align with the company goals. They generally do work in the same way that you want them to. They want to help you accomplish your mission.

Right Seats means that they are in the right seat for them. They are set up to do the job well and they are capable of doing the job.

Core Values, Core Purpose, and Core Competence determine who the Right People are.

You define what makes a person right for your company by clearly laying out your Core Values, your Core Purpose, and your Core Competence.

Core Values tell everyone how you want to show up in the world. What types of behaviors and drivers do you reinforce at your company? They help to define exactly how you want work to get done.

Core Purpose tells everyone why you exist. It lays out a clear mission and purpose for the company.

Core Competence tells everyone what you’re good at. What sets you apart from your competitors? It clarifies the type of work you will be doing.

A Right Person is anyone who wants to be a part of those three things. Even better, a Right Person will bring something to add to this culture. They will align with the company in these main areas, but they will also bring their own unique approach to the work. The Right People will naturally flock to your values, your mission, and your approach to doing business. Once you have them articulated at least.

There is an added bonus that happens when everyone at the company is the Right Person. Silos and politics fade away.

Once people know that everyone at the company is there for the same core reasons as they are, company trust rises dramatically. I no longer question anyone’s intentions. Perhaps they didn’t perform a task they exact way that I would have, but I know that they didn’t do it out of spite or malice. They did what they thought was best at the time.

I don’t have to worry that someone from another department is out to get me or is purposely trying to ruin my day. I know that we are all here for the same purpose and that we adhere to the same standards of how we will treat each other.

This makes having the “tough” conversations easier because I can address objective behavior and not intent. I can speak to what I saw happen and how it impacted me without calling into question whether they were trying to be a jerk or not. Well, unless being a jerk is one of your Core Values I guess.

The Key Accountabilities Chart determines the Right Seats.

The Key Accountabilities Chart lays out exactly what structure your company needs to be most effective. You must first clearly define each seat and what the expectations are for that seat.

Once you’ve clearly laid out the expectations for each seat, then you can match people to those seats. People who are naturally skilled in those areas of responsibility, who have the necessary experience, and who are engaged by that role.

They need to be a match for the type of work as well as what the role naturally rewards. This will help to keep them productive and excited by the work much longer.

When it comes to getting the Right People in the Right Seats there are three types of people issues that you’ll run into.

First is Right Person, Wrong Seat. Meaning, they fit, and ideally add to, your company culture. They’re a great person to have at the company. They are really bought into your mission and your vision, but they’re just not in the right role. Maybe they don’t have the skills they need. Maybe they don’t have the behaviors that they need. It’s just not the right fit for them. You can either help them find the Right Seat at your organization or help them find the Right Seat at a different organization.

Second is Wrong Person, Right Seat. They’re in the right seat, meaning they do their job really well. They may be a complete rock star in their role, but they don’t work in the ways you’d like them to. They aren’t bought into your mission. They’re probably upsetting other people at your company, causing drama, causing negativity. They’re just not the right fit for your organization. In that case, they need to find a Right Seat at a different company.

Third is Wrong Person, Wrong Seat. The double whammy of not a right for your culture and not able to succeed in the role that they’re in. This is the most glaring of the three and you must deal with it immediately.

But you can’t ignore any of these three issues, because they will drag your company down. Any unaddressed people problems are going to cause your performance to suffer until you address them.

You have to have both, Right People, Right Seats, to be successful.

If you don’t, you’ll just be spinning your wheels. The only way to effectively move progress forward and gain momentum is to get the Right People in the Right Seats. Once you do, you’ll see productivity, efficiency, and morale increase. And turnover and negativity decrease.

It takes time and concerted effort to bring these two elements to life, and you will hit some speed bumps along the way. It will be scary to help that first person find a better seat or a better fit somewhere else. You’ll worry about revenue and workload. But once you address the issue, you’ll see the benefits almost immediately. And over time you’ll have a much more cohesive team and a much more engaged company.

Eure Consulting