Navigating Change: Getting the Right People in the Right Spots
Change is always happening, and for any group or company to stay healthy and strong, it needs to handle change well. I’ve learned this the hard way. In my past experiences, I witnessed firsthand how businesses often stumble not because their strategies are flawed, but because they fail to put the right people in the right jobs – or, even worse, they hold onto the wrong people. When this happens, the ripple effect is devastating: chaos erupts, relationships fray, and valuable time, money, and talent are needlessly wasted.
I remember a particularly challenging time when top management decided to change leadership. What followed wasn’t a smooth transition; it was an absolute storm. I found myself caught in the crossfire, forced to choose between starkly different management approaches. Ultimately, I made the difficult decision to leave the company. Why? Because the owner’s mindset was simply too conservative, too resistant to the kind of forward-thinking adaptability that I knew was essential for progress.
For instance, we were pushing for a digital transformation project – a venture that absolutely demands adaptable, open-minded leaders willing to embrace a “test fast, fail fast, learn fast” philosophy. Yet, the traditional mindset of management hindered us at every turn, pulling the organization in conflicting directions. The consequence was heartbreaking: many talented individuals, including myself, left. And tragically, less suitable candidates came on board, leading to the destruction of projects within a mere six months. This mismanagement wasn’t just frustrating; it cost top management significant amounts of money, resources, and invaluable talent, ultimately damaging the company’s reputation. This experience cemented my conviction: getting the right people in the right spots isn’t just a good idea; it’s the bedrock of success.
First, the People; Then, the Plan: A Simple Idea I Now Live By
My personal journey through that turmoil made me realize just how vital it is to get this right. It’s why I’ve come to deeply appreciate the insights of James C. Collins, a well-known author who writes about how companies become truly great. In his famous book, Good to Great, Collins shares a powerful idea that resonates profoundly with my experiences: “First Who, Then What.” This means that before you even figure out what your company is going to do, you absolutely must ensure you have the right people on your team. Collins paints a vivid picture: you need to get the right people on the bus, get the wrong people off the bus, and make sure the right people are in the right seats – all before you decide where the bus is even going!
I’ve come to understand that focusing on the “who” (the people) before the “what” (the plan) is super important because:
- They can handle anything: With the right people, a team can adjust to any new plan or challenge. My experience showed me that when you don’t have the right people, even the best plans fall apart. Great people don’t need constant watching; they’re driven, excited, and genuinely want to help the company succeed.
- They motivate themselves: The right people are naturally motivated. They don’t need to be forced to follow the rules; they do it because they believe in what the company stands for and are committed to its vision.
- They are tough: When things get tough or plans change unexpectedly, a team of “right people” might have strong debates, but they’ll always come together to find the best way forward. The chaos I witnessed was precisely because this fundamental resilience was missing.
Finding these “right people” means looking beyond just their skills or past jobs. It means finding folks who work hard, love to learn, take responsibility, and truly believe in what your company stands for.
Simple Ways I’ve Learned to Get the Right People in the Right Places
Based on Collins’ “First Who” idea, and shaped by my own hard-won lessons, here are some easy-to-understand ways I now advocate for to ensure your team has the best people in the best spots, especially when things are changing:
- Careful Hiring:
- Ask about past actions: When interviewing, I now always ask people to share specific examples of how they handled situations in the past. This often reveals how they’ll act in the future.
- Check for team fit: Beyond skills, I look closely at whether their personality and work style truly fit well with the company’s culture. Do they value building trust and long-term relationships, like we talked about in Asian Business Culture: Why Trust and Long-Term Relationships Matter [Ep.1]?
- Get different opinions: I believe it’s essential to have a few different people meet the candidate to get a well-rounded view and avoid blind spots.
- Clear Jobs and What’s Expected:
- Know your role: From my perspective, making sure everyone knows exactly what their job is and what they’re responsible for is non-negotiable. When things are unclear, problems inevitably pop up, as I painfully observed.
- Regular chats: Don’t wait for a yearly review. I’ve found it’s far better to have regular, quick chats about how things are going. This helps catch problems early or see if someone is in the wrong role before it’s too late.
- Help People Grow and Do Better:
- Helpful feedback: I advocate for creating a place where people can openly give and get feedback that genuinely helps them learn and improve.
- Find missing skills: It’s crucial to proactively figure out what new skills people or teams might need for the future, investing in their development.
- Learning chances: I’ve seen the immense value in investing in training, mentoring, and providing opportunities for employees to learn new things and take on new roles.
- Plan for the Future and Moving Around:
- Internal job board: I think it’s crucial to encourage people to try different jobs or work with different teams inside the company. This helps them find where they truly fit best and can contribute most.
- Future leaders: It’s smart to identify and prepare people within your company for important jobs that will open up later, ensuring continuity and leveraging internal talent.
- Change job descriptions: As the company changes, I believe it’s important to regularly update job descriptions or create new ones that fit the new direction, keeping roles aligned with evolving needs.
- Be Honest and Brave in Conversations:
- Deal with problems quickly: It’s tough, but if someone isn’t doing well in their job, or they’re just not a good fit, you simply must address it. This isn’t just about the individual; it’s about the health and effectiveness of the entire team and organization.
- Be kind and supportive: If someone needs to leave their role or the company, I’ve learned it’s vital to handle it with respect and support. Remember, it’s about people, and how you manage transitions speaks volumes about your culture. This aligns perfectly with being mindful of your actions and their effects, as we discussed in The Ripple Effect: Why Mindful Actions Shape Your Success in Asian Business [Ep.2].
In Conclusion
For me, managing change well really comes down to managing people well. My experiences have solidified my belief in James C. Collins’ simple yet profound idea of “First Who, Then What.” By applying these straightforward steps for hiring, growing, and holding people accountable, I am convinced companies can build strong, resilient teams that can handle anything thrown their way. It’s about always making sure that everyone is not just on the bus, but also in the seat where they can do their very best, helping the company succeed for a long, long time.
