One of the ongoing struggles organizational leaders have is the ability to accurately assess what team member should be doing what job for the best outcome for the company and, personally, for the team member. Leaders need to evaluate and make those types of personnel decisions when hiring and promoting all of the time. It is not an easy process and just following your gut is not the best criteria for making these important decisions.
As an organizational leader I have personally struggled with those hiring and promoting decisions and wished there was a simple process to think through as it relates to hiring and promoting decisions.
I recently finished the book Traction written by Gino Wickman. It’s a great book and if you are an organizational leader in any size organization, I highly recommend you read it or listen to the audio version. In the book Traction, Wickman asks the question, “Are each of your people in the right seats?” and shares a trademarked model he refers to as GWC.
GWC stands for get it, want it, and the capacity to do it. For your business to reach the next level, you need people on your team who are able to take the ball and run with it. When managers clearly identify a seat, including the roles, responsibilities, expectations and measurables, and create an open position, the individual who gets it will either step up and take charge from the start or never get off the ground. If that happens, then one or more elements from GWC is missing:
People either “get it” or they don’t when it comes to their role, the company culture, and the systems that are in place. While there are plenty of people who do get it, not everyone does.
When someone genuinely likes his or her job, it shows. They take the time to understand the role, and they to do it based on fair compensation and the responsibility. If you find yourself having to beg someone to take a role, you’re going to end up with someone who doesn’t genuinely want it.
Capacity to Do It
Capacity isn’t just about having the knowledge to do the job, but also the time as well as the physical and emotional capacity to do the job well. Some roles may require more hours than a person is actually willing to work each week or it may require skills that a person simply doesn’t have. Make sure that the role suits the person’s capacity before making a hire.
This model is simply brilliant. As an organizational leader it gets to the core of the situation and easily helps identify if there is a good or a bad fit for the organization as well as the individual. It does not require in-depth assessments and other hiring or promotional tools which can be time intensive. I am not suggesting the GWC model is the only tool to be used in hiring and promotional situations, I am sure your organization has a process in place currently. However, I believe this model is a great addition to any existing process. If we had this tool in two recent employee situations the decisions would have been very different. Try it!