FEATURED POST OF THE WEEK

Our long-form article of the week. You can always view the current and past featured posts on Empower’s blog.

Get the right people in the right seats: 10 principles for expanding your team

For small businesses and early-stage startups, the composition of your team can make or break success. I’ve often seen what happens to a company’s performance when the right team isn’t in place. Worse, I’ve observed how destructive a bad hire can be to team engagement and morale.

When you’re wearing too many hats and at maximum capacity, it can be tempting to knee-jerk into talking to people about working for you because you need to lighten the load. The problem with this approach, however, is that you’re not filling a position with purpose, and you likely won’t end up with the right long-term fit for your most crucial needs.

Yes, when you expand, you’ll need highly skilled people who can complete the work required. You’ll also need to make sure new team members align with your culture and that you’re strategically hiring the right people for the right seats.

To empower you to build a high-performing team, I have 10 key principles to share.

Principle #1: Assess the gaps and long-term goals first.

Take a step back before you dive into hiring. Be clear on the team’s current talent gaps, the skills required and where other team members are stretched thin. Identify tasks that should be delegated and consider which needs are best met by a person or by other means (e.g., increased automation).

Once you’ve evaluated those factors, determine whether you need full-time, part-time or project-based help. Finally, remain grounded in your long-term objectives. Solving today’s problems may feel urgent, but when expanding your team, you also need to consider where you’re trying to go.

There are many creative ways to get the support you need, and starting here will help clarify your direction.

Principle #2: Be clear on your culture and values

It’s hard to secure the right talent for your team if you don’t have an established culture or cohesive values. This is especially crucial for small teams, where a poor fit can have an outsized impact on morale and performance.

Define what your company stands for and build a hiring process that reflects those values.

Principle #3: Know the financial impact

Before deciding to hire, understand the financial impact of doing so and make sure you have the funds to invest in expansion. Build headcount into your overall budgets and financial planning, considering a range of scenarios. Setting milestones can also give you a clearer picture of the right time to add resources.

Principle #4: Define role requirements

Don’t aimlessly fill seats because you need more bodies. You need the right body. Write out what you need a new team member to do, the expectations and the skills required to do the job well.

These guardrails will serve as a north star when you begin interviewing. Clear definition also provides better information to prospective candidates, and you’re more likely to attract people who are a better fit for the role.

Principle #5: Develop a hiring process

Even if it’s lightweight, have a plan for how the hiring process should be structured.

Think about:

• Who will interview candidates?

• How will candidates be evaluated?

• What questions should be asked, and what purpose does each serve in your evaluation?

• What impression do you want to leave on candidates?

• How will you handle background checks and references?

Maintaining a framework will save time, maintain consistency and improve the candidate experience.

Principle #6: Remember, the candidates also evaluate you

Hiring is a two-way street. As much as you’re assessing whether a candidate will be the best match for you, they’re assessing you. If you’re not clear on what you’re looking for, they will notice. If you have a disorganized process, they will notice. The experience you offer should demonstrate the quality and professionalism of your business.

Principle #7: Hire for the complete package

When expanding your team, don’t fall into the trap of solely focusing on the technical skills required for the job. Make sure you evaluate candidates holistically — the combination of skills, experience, culture and values fit, personality and potential they bring to the table.

Your aim should be to add well-rounded people with growth mindsets who can think creatively and tackle challenges from different angles.

Principle #8: Don’t sleep on onboarding

I’ve seen several companies miss the mark on this. It’s SO important. What’s the point of spending so much time, energy and money to hire someone to fill critical gaps if you won’t set them up for success?

Give your new hires the basic skills, context and tools they need to do the job you hired them to do well. Set up an onboarding plan, provide training, set clear expectations and ensure they are integrated with the rest of the team early.

Principle #9: Invest in your people

Don’t expect blind loyalty just because you gave someone a job. Top performers want to work at companies that provide a positive work environment and opportunities for continuous development. If your people deliver results and you don’t reciprocate by providing support and investing in their capabilities, you’ll face a costly turnover problem.

Getting the right people in the right seats doesn’t stop at onboarding. It’s an ongoing process and you also need to play your part.

Principle #10: If it’s broken, fix it…fast.

Sometimes, no matter what we do, a hiring situation doesn’t work out. When you notice this, don’t sit on it. Act fast.

To use a direct, but valid adage that I heard many times when I worked at startups:

By following the other nine principles, you’ve taken the steps to be thoughtful and strategic in your hiring decisions. Equally important is taking decisive action when things aren’t going well. If a team member consistently underperforms or is a bad fit, letting them stick around too long can be detrimental

In closing, expand intentionally

Your team is one of your biggest assets. Take the time to get it right. These 10 principles are designed to assist you in this process and help you avoid common team expansion pitfalls.

Invest in the steps to be intentional when adding and developing new people. Focus on what’s required not just to fill seats, but to fill your team with the right people. You’ll be better positioned to build the capabilities around you to achieve your vision.

WEEKLY DOSE OF EMPOWERMENT

The weekly dose of Empowerment is meant to provide one weekly tip that’s both practical and approachable, to help drive incremental improvement to your day-to-day. We’re always open to your contributions as well. If you would like to submit a tip to be shared with the Empower community in a future newsletter, please reach out at [email protected] with the subject line “Weekly Dose of Empowerment Submission.”

The art of delegation

We all know delegation is important. But, it’s not always as easy as it sounds. While holding tight to work we know best and can seemingly get done faster seems like the best course, that approach will likely hold back business growth.

What should I delegate?

The first step in delegation requires identifying what needs to come off our plate. There are several ways to do this. If you reference back to Edition 001, the Eisenhower Matrix is one helpful framework to get started. Typically, the more repetitive and time-consuming the task, the more likely it should be delegated.

Who can do the work?

Once you know what needs to be delegated, the question is “to whom?” This is often where people get stuck. Trusting the right person with what’s historically been your work is not easy. Do you know what makes it less daunting? Hiring the right people in the right seats 🙂 Identify people’s capabilities, empower them and then trust them to get the job done.

How do I manage the transition?

Communicate and equip people to succeed. You’ll need to clearly articulate how a task currently gets done if you expect someone to take it over from you. You also need to put the structures and tools in place to streamline the process. Finally, empower your team with authority and the ability to take ownership of new responsibilities.

Yes, this involves upfront work, but the time savings will add up once you’ve effectively delegated.

What delegation is not

Don’t confuse delegation with a right to become a taskmaster. An effective delegator doesn’t just assign tasks and walk away, micromanage or abandon the team once a task is transitioned. Instead, they trust their team and understand that delegation is an ongoing process that requires continuous assessment.

Delegate one thing next week

What’s one thing you can delegate to a person on your team or automate? My challenge to you next week is to identify that task and get it done. Then, report back and let me know how it impacted your day-to-day.

JESSICA’S READ, OR LISTEN, PICK OF THE WEEK

A little something that got my gears turning this week and might pique your interest as well!

From The New York Times: I Reviewed Restaurants for 12 Years. They’ve Changed, and Not for the Better.

TL;DR

Pete Wells is probably the best-known restaurant critic in New York. He recently decided to hang up his hat at The New York Times. This piece was his final say. While I’m an avid food and restaurant enthusiast, that’s not the primary reason this piece caught my attention. Instead, I was drawn to Wells’s description of how the industry evolved, the drivers of change and his nostalgia for a prior world. I think the article presents an important, more broad question: How do we balance the benefits and convenience of technology with our desire to maintain deeply personal, human experiences?

Change is inevitable and often necessary. The rapid pace of technological innovation accelerates change, and we may act on making things easier before thinking critically about how that impacts important human connections. These topics are important for business owners and it’s our responsibility to strike the right balance for our businesses and those we support.

JUST FOR FUN

Really, this section is just for fun. Who knows what will be in store each week?

I’ll be honest, camping isn’t my thing. But, a product like this could certainly change my tune. I’m already dreaming of my epic Scandinavian adventure to chase the Northern Lights.

The real question is, could this product really be the future of more prolonged “outdoor living?” That seems to be the company’s broader aim.

LOOKING FOR MORE EMPOWERMENT?

You’ve worked hard to build your business. Let’s work together to make it last. We want to be your partner in the journey to build the business that lives into your vision.

If you want to learn more about Empower’s offerings or methodology, reach out to discuss how we can support your goals. 

If you were forwarded this newsletter and enjoyed it, I encourage you to subscribe and join the Empower community.