Did you miss Part 4? Read it here!
Smartie-Pants was onto something. The group and I were encouraged about what he was helping us to do, and I could feel that excitement as I entered the building the next day.
I started my day by reading about the next step in our business building process. According to Good to Great, it is vitally important to have the right people in the right spot in your company. Having a person doing a job that he or she isn’t ideally suited for enables the organization to be good, but not great. The author talks about each company is like a bus that is driving to a destination. It goes onto explain that we must first begin with “who” rather than “what” when it states:
“The executives who ignited the transformations from good to great did not first figure out where to drive the bus and th en get people to take it there. No, they first got the right people on the bus (and the wrong people off the bus) and then figured out where to drive it. They said, in essence, “Look I really don’t 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. (pg. 41)”
Having the right people on the bus allows the company to easily change direction and move the bus to its proper destination. Also, the right people hold within themselves a sense of motivation that allows leaders to lead rather than manage, further propelling the company toward greatness.