Are you holding your business back by keeping the right person in the wrong seat?
In late September, Nigel Wright passed away. He was not only the Sr. Managing Partner at Onex and former Chief of Staff to Stephen Harper, but he was also one of my first true mentors at an early and very influential stage in my career.
Nigel was incredibly generous to me with his most valuable asset — time. He is someone I admired for his intelligence, tenacity, and, most importantly, his integrity. His guidance has left an indelible mark on me.
One of his many lessons has resonated with me during recent client interactions: The Horse for the Course.
Years ago, Nigel and I had been talking about a leadership change I was facing. A key member of my team was not performing to standard. This was a particularly challenging situation, as this individual was not only a valued colleague but also well-liked within the community. That person had played a key role in bringing the organization to its current state and was a long-tenured employee.
I was struggling with the change that needed to happen.
Nigel shared a story of a merger between two complementary companies that he had overseen. One was a fast-growing challenger, while the other had a longstanding legacy. Each business was led by a great CEO, with their own respective strengths and weaknesses. Nigel’s task was to determine who should become the leader of the merged business. On paper, he couldn’t lose, as both were fantastic leaders.
So what did he base his decision on? He had to look at where the business was headed and what skillset was most suited for the road ahead.
Nigel explained this to me through a powerful metaphor that has guided my own leadership decisions ever since: The Horse for the Course.
By looking forward in the direction our business is headed, we can evaluate the talent we currently have against the challenges we’ll face. We can overcome our emotions and legacy thinking and see the needs of the business clearly. We can determine who the right ‘horse’ is, for the course ahead. However, this clearer vision can often get clouded by other factors.
Too often we get caught up in our relationships with employees and colleagues to see that we might be hindering both the business’s growth and the individual’s potential for true fulfillment. This shows up in promotions based on tenure or seniority, assignments based on a social debt, and even appointments based on personal or family relationships.
Let me be clear: none of the above should disqualify a person from a role, but it certainly shouldn’t be the sole criteria for evaluation.
As a leader, it is your responsibility to get the Right Person in the Right Seat. This means that each individual shares your Core Values and is great at their job, allowing them to truly thrive.
At EOS, we use the People Analyzer to determine fit. It’s a model that works every time. The People Analyzer provides an objective framework to navigate these difficult decisions, ensuring alignment with your Core Values and confirming that each individual truly “Gets It, Wants It, and has the Capacity” (GWC) to excel in their role.
If they don’t GWC the seat, it’s a clear sign that they aren’t the right person to succeed in the role.
Why would you settle for anything less?
If you are struggling to determine whether you have the right Horse for the Course, let me know.
I might be able to help.