As a young boy in the 1970s, I was excited to receive my first set of “Grow Monsters.” Cheap toys made from a super-absorbent polymer, these small, shapeless specks would expand by up to 500% of their original size when placed in water. Fullgrown, they were supposed to resemble dinosaurs and other fearsome creatures, with the process designed to delight and amaze naïve young lads like me.
Hiring is often cited as one of the most challenging parts of growing a business. When it comes to building your business dream team, right people-right seat decisions are rarely black and white.
For example: when a new position is created, it’s quite common to have a "right person" on your existing team. This person shares your core values and really wants the opportunity, but falls short on getting it or having the capacity to deliver what the position requires. The question becomes: should you invest time and resources to develop that person or fill the position with someone outside your team?
Isn’t the answer obvious?
One of your many challenges as a manager is determining who on your team has the capacity to be effective in their current role or an open position they want to take.
I’ve worked with dozens of entrepreneurs who started their EOS journey wanting, among other things, more “buy-in” from their employees. While I understand how rare and precious it is to have team members who share and want to achieve your company’s vision, the term “buy-in” itself has always troubled me.
After all, if you have to “buy” someone’s allegiance, does she really share your vision? Can you really count on her to help you achieve that vision? How about when the going gets tough? And, how much are you having to pay, anyway?
“The Peter Principle” is a term coined by Laurence J. Peter in 1969 to describe the recurring phenomenon of employees being promoted to – and often beyond – their highest level of competence. While hilariously illustrated in the comic strip Dilbert, both versions of the television show The Office, and the movie Office Space – the consequences for a small, entrepreneurial company aren’t funny at all.