For years, leaders have been told that one of their primary jobs is to “get the right people in the right seats on the bus.” This idea was made wildly popular by Jim Collins in his book Good to Great. While there is wisdom in aligning talent with roles, there are considerable risks in misapplying this concept. I’ve witnessed the fallout of leaders using this idea as an excuse to get rid of people on their team. Likewise, there is the temptation for leaders to assume they already know where everyone belongs. The decisions that result from that kind of thinking can lead to missed opportunities for both the individual and the organization.
Instead of dictating where someone sits on the proverbial bus, today’s leaders should be engaging in meaningful dialogue with their team members to help them discover their best seat through conversation, development, and trust.
We all have blind spots.
One of the most common leadership blind spots is believing we have a perfect vision of where every team member should go. The problem with this mindset is that it ignores the agency, creativity, and self-awareness of the people we lead. It also limits the potential of the organizations by failing to leverage the collective wisdom of the team.
Consider how many times you have seen someone underappreciated in one role, only to watch them thrive when given a different opportunity. How often have you seen talented employees disengage because they feel like they’ve been shoved into a role that doesn’t fit their strengths? Perhaps you’ve found yourself in one of those positions in the past.
The Power of Listening and Development
Contrary to the over-hyped “visionary leader” persona, effective leaders don’t predetermine everyone’s path based on their own vision. Instead, they co-create the vision with their team. They take the time to truly understand the people on their team. They help them discover their unique strengths, talents, and passions. They ask questions, listen, and empower people to take ownership of their own growth.
Here are some practical steps you can take to do that in your organization:
1. Have Regular, Open Conversations
Schedule monthly conversations and ask your people about their roles and development. Where do they see themselves thriving? What excites them? Where do they feel underutilized? What skills are they eager to develop? How do they believe they can have the greatest impact? Use active listening skills to confirm you understand them and to help them move past any frustration or discouragement.
2. Encourage Strength-Based Development
Gallup has done extensive research that shows employees who use their strengths daily are six times more likely to be engaged in their work. Their studies also show those people are three times more likely to report having an excellent quality of life, 8% more productive, and 15% less likely to quit their jobs. Invest in helping your people identify their unique gifts, including through professional assessments. Then, work together to find ways to incorporate them into their roles and day-to-day work.
3. Be Willing to Adapt
As we discussed in last month’s newsletter, the business landscape is rapidly evolving. Static visions and rigid structures are a liability. A high-performing team is nothing like the metaphor of a bus with perfectly assigned seats. Rather, it’s a dynamic organism that shifts and grows to meet new demands. So, instead of looking for stability in your team roles, forethought should be given to future challenges and opportunities that will require changes in roles and responsibilities.
4. Eliminate the Fear Factor
People often hesitate to voice their aspirations or concerns because they fear being labeled as troublemakers. That is usually a learned response resulting from past experiences with low level leaders. Today’s leaders must intentionally create a culture where personal growth and organizational growth go together. That culture must be consistently demonstrated through words and actions. Team members should be encouraged to pursue their own goals and find the alignment of those goals with company goals.
A Win for Leaders and Teams
When leaders help their team members discover where they thrive, the benefits are profound. Engagement increases, innovation flourishes, and people feel invested in their work rather than trapped by it. Ultimately, this makes for happier employees and stronger, more resilient organizations.
So, before you start rearranging seats on the bus, take a moment to ask: Have I truly listened? Leadership isn’t about filling seats. It’s about unlocking potential. And that starts with a conversation.
