Chapter 3 Pg’s 61-63 Lead With Love By: Gerry Czarnecki
Setting expectations lays the groundwork for leading an organization, but having the staff to do the work is essential to getting the job done. In chapter 1, we concluded that love was the emotional and intellectual basis for effective leadership. In chapter 2, we discussed the need to set expectations and focus on the few key components that make up goal setting and action planning. Here, we turn to the people who are going to meet the expectations.
Once you know what needs to be done, you need to be certain you focus on the assignment. Accomplishing the assignment is more complex than putting the right person in the right job. The task requires some due diligence before you can make such critical decisions.
You need to find people who have the same values, abilities, performance, and attitudes you want from your best associate. If you compromise on the quality of your hires, the team will have too many weak people to win the competitive race to excellence. Assigning great people requires discipline and commitment. It also means making tough decisions when a candidate does not measure up. Pick the very best you
can find! Nothing is more disastrous to an organization than hiring people who do not measure up. Many times leaders decide that they have a vacancy that must be filled and fill it as quickly as possible. This hiring practice is almost guaranteed to result in a new hire who is fired or quits sometime soon after. Never hire just to fill a job. Learn to fill those jobs with people who are as good as, or better than, your current staff.
How many times have you hired somebody because you “liked” him or her? Here is where the concept of being a loving leader must prevail. If you love your existing associates, you will not let yourself hire the person you like just because you like him or her. A true loving leader must pick hires because they are competent and have the knowledge, skills, and attitudes that it will take to be successful in the team’s workplace.
The case for filling jobs with the right people was never better made than by Jim Collins in his book Good to Great. His bus analogy graphically highlights the relationship between the strategic direction and the need for the right people to get the work out:
The executives who ignited the transformations from good to great did not first figure out where to drive the bus and then get people to take it there. No, they first got the right people on the bus (and the wrong people o” the bus) and then figured out where to drive it. They said, in essence, ‘Look, I don’t really know where we should take this bus. But I know this much:
If we get the right people on the bus, the right people in the right seats, and the wrong people off the bus, then we’ll figure out how to take it someplace great.