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March 11 - March 25, 2022
No matter what business or organization you’re in, when it comes to structure, you have to be willing to break the mold.
Your job as a leader is to figure out what the organization should look like, not just to do your best within the existing design.
The point is, structure is as important to an organization as it is to a building.
1. Be clear about who’s responsible for what.
2. Remember that responsibility and authority go hand in hand.
Excellent communication and trust were the keys to this sharing of responsibility and authority.
As a leader you are always responsible for the outcome.
3. Make every position count.
When you are forced to let decent people go, treat them the way you would want to be treated in that situation: with dignity.
In my experience, going the extra mile to ease someone’s departure and make the transition easier always pays off, not only in the person’s gratitude but also in the trust and loyalty of the rest of the workforce.
4. Get as flat as you can.
The better your direct reports, the more of them you can have.
Mediocre people take up more of your time because you constantly have to help them, coach them, and put out their fires.
5. Eliminate overwork.
If your employees are feeling overworked, it can sometimes make sense to add a layer.
6. Rethink the meeting structure.
The basic purpose of one type is to give out information; the purpose of the other is to solve problems.
Great leaders keep in constant touch with employees, but they gather them together only when it’s truly necessary.
7. Anyone can take responsibility for change.
8. Be prepared to take risks.
Always look for a better way to do things, and don’t be afraid of upsetting people.
9. Expect resistance.
“People like change until it shows up at their doorstep.”
10. Don’t try to win every battle.
People respect leaders who pick their battles and can admit to being wrong every once in a while.
11. You’re never really done.
If you have created a culture of change, in which everyone from top to bottom is empowered to find creative ways to improve the organization, you’ll be better able to adjust to unexpected events and emergencies.
The current structure is successful if: The operation runs fluidly in your absence. The lines of accountability, responsibility, and authority are clear. Decisions are made easily and efficiently. Information flows to all levels smoothly. Answers get to the right people quickly.
The current structure is not working if: People complain about wasted time, unclear roles, and miscommunication. Too many people get involved in every decision. Ineffective workers “hide” within the system. There are too many or too few direct reports per manager. Meetings are overly long, too frequent, or unproductive.
Like practicing good preventive medicine, hiring and promoting the right people will spare you a lot of painful and costly problems.
1. Define the perfect candidate.
The ability to lead is something to look for in everyone you consider hiring, no matter what the position is.
2. Don’t settle for a clone.
Every job opening is an opportunity to redefine the role.
3. Look for good people in unlikely places.
4. Involve the team in the selection process.
5. Select by talent, not by résumé.
6. Find a good fit.
Your organization’s culture is the product of the people in it, and every addition and subtraction will alter the chemistry. Do everything you can to keep it harmonious.
7. Hire people who are smarter and more talented than you.
8. Describe the job completely.
9. Check out candidates personally.
“Your operation is a reflection of you,”
10. Ask revealing questions.
Posing hypothetical situations is a great way to see if people can think on their feet.
11. Use structured interviews when possible.
12. Find out what really matters to your applicants.
Remember, well-rounded people who want balanced lives will ultimately be more productive than workaholics with no interests outside the office.
13. If possible, have candidates demonstrate their expertise.
14. Select the best candidate, not the best one available.
