How many lists of organisational and business challenges have you seen? I bet they include the following in no particular order of priority:
- Finance management, including cash, borrowing and risk management
- Competition
- Marketing
- Regulations
- Staff selection and retention
- Culture
- Values adherence
- Technological change
- Uncertain economic conditions
- Stress
- Complexity of the marketplace
Yet the one problematic cause that holds organisation back the most is not clearly identified, even though its symptoms are.
“Hanging on to the wrong people” - there I said it!
Having the wrong person in any role drags the whole down. Too often the wrong people are spread throughout the organisation from board members, C suite through middle management to the frontline.
Selection is an imperfect process at best. Too often we employ people who are not really suited for the role or the culture. Too often we take too long, if ever, to replace them.
Too often positions are filled via the “friends’ network”, an extended form of nepotism.
I’ve seen whole departments and corporations stuck in the sludge of too many underperformers whose low standards are tolerated or ignored.
It leaves the performers shouldering the load, resentful of management for not having the courage to take appropriate action.
I’ve seen really good people leave because they are surrounded by the tolerated mediocrity.
On the bright side I’ve seen really good leaders respectfully and caringly move on people who aren’t suited for the role, after helping them to perform hasn’t worked out.
Those same leaders often have the courage to rapidly yet respectfully move on people who are toxic.
Those courageous respectful leaders are not yet in the majority.
Keeping the position vacant until the right person is recruited is more valuable than filling the position with someone who is a “fit” and available now. That requires a discipline to honour the values before relieving the immediate pain.
What’s been your experience with tolerating people who aren’t suitable for the role?
