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Making the hard but important people decisions.
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In this follow-up video, I dive into one of the most critical dysfunctions discussed last week: making the hard but important people decisions. Here’s why it's crucial and how you can tackle it effectively.
Key Statistics: 45% of CEOs and C-suite executives don’t consider their top team to be high-performing. Yet, 93% believe their personal contributions positively impact the organization. This disparity highlights a significant issue in senior leadership teams.
Identifying the 7 out of 10s: Many executives fall into the “messy middle” – they’re not poor performers but aren’t exceptional either. It’s vital to recognize these 7 out of 10 players who are just doing enough to get by.
Steps to Take:
- Identify the 7 out of 10s: Recognize those who aren’t contributing at the highest level.
- Evaluate Potential: Determine if they can be improved to become top performers. If not, it’s time for decisive action.
- Act Quickly: Don’t let mediocre performance linger. The adage “hire slowly, fire quickly” applies here.
- Interim Solutions: Sometimes, having someone act up temporarily is better while you find the right replacement.
- Board Management: Address these issues with your board. You and your chairperson must align on removing average performers to strengthen the team.
Why This Matters: Allowing mediocrity to persist drains your time and resources, hinders organizational performance, and creates a drag on overall success. Acting decisively ensures you have a high-performing team that drives your business forward.
If this resonates with you, and you’re dealing with similar challenges in your organization, drop me a line. Let's discuss how we can create an action plan to address these issues.
Thank you for listening.
See you next week!
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