When you are a business owner, founder, or CEO, the last thing you want is a leadership vacuum in your organization. And, if you have one, you might be tempted to fill it as fast as possible. However, “fast” is not necessarily “best.” To achieve the best for your company, take a breath, slow down, and consider the following.
Where do you actually need leadership?
Leadership vacuums can be deceptive. They can appear broader and deeper than they are, or can trick you into thinking you need leadership in one place when in reality you need it in another.
For example, suppose a company is struggling badly. At first blush, it may seem like few if any of the department heads are pulling their weight. A closer look, however, might reveal that all that is needed is an integrator – a strong tactical leader who can focus and maximize the efforts of everyone else in the organization. So, instead of conducting a massive overhaul of the company’s leadership team, a single targeted hire can resolve the situation and eliminate the entire leadership vacuum.
Key takeaway: Take the time to assess (and, if necessary, modify) your organizational accountability chart to determine precisely where you need leadership so that you get the right leadership.
Do you have the right people in the right seats within the company?
You can have great people in your company – even great leaders – but if they are not in the right seats, then you end up with a de facto leadership vacuum. The GWC
tool from the Entrepreneurial Operating System® (EOS®) can help you determine if you have the right people in the right seats.
GWC stands for Get It, Want It, and Capacity. To use the tool, think about the seat the person currently occupies and identify the top five accountabilities for that seat. Then ask and answer three questions:
- Does the person Get It?That is, do they understand the role and how it fits into the larger organization?
- Does the person Want It?This looks at the person’s attitude: do they enjoy the job? Is this where the person wants to be?
- Does the person have the Capacity to do it?Has the person demonstrated the ability to do the job at a high level of execution every day?
If the answer to any of these questions is “no,” then you have identified (at least in part) why you are experiencing a leadership vacuum and a change in seats is likely necessary.
Key takeaway: Use the GWC tool to assess your current leaders to determine if they are in the right seats.
Are you setting up your people for leadership success?
You may have the right people in the right seats in your organization, but if they do not know what is expected of them, it may seem that you are suffering from a leadership vacuum. The solution to this situation is to make no assumptions when it comes to roles and responsibilities. For instance, it is insufficient to tell an operations leader that they are accountable for keeping customers happy. What does that mean in practice? Instead, define success; e.g., ensuring 95% on-time delivery rates and maintaining customer satisfaction scores above 90%.
Key takeaway: Clarify – preferably in writing – what success means for each leadership role and area of business, including measurable goals and objectives.
At the end of the day, filling a leadership vacuum involves much more than simply hiring or promoting people. It demands a careful assessment of your business, your personnel, and your expectations. By taking a targeted and tactical approach, you can be certain that you will set up your company for ongoing success through strong leadership.
