Tag: Creating Alignment

  • Is Urgency Your Real Choice?

    Is Urgency Your Real Choice?

    It starts with a familiar rhythm.
    Morning check-ins. Slack pings. A client fire. A vendor delay. A manager who’s out sick. A project deadline that’s now suddenly “urgent” — even though it’s been on the calendar for three weeks.
    You jump in. You delegate fast. You adjust priorities. You clear the path.
    It feels productive. Energizing, even. You’re moving. Your team’s moving.
    But there’s something else happening under the surface.
    Your business has already made strategic choices; about what to pursue, how to deliver, and where to focus. But urgency has a way of pushing those choices to the side. In the name of speed, the business starts reacting instead of aligning. The plan fades. Chaos fills the gap.
    And the most frustrating part? You’ve seen this before. Maybe even fixed it before.
    But without the right systems in place, the cycle repeats. Fast days. Busy weeks. Misfires. Exhaustion.

    The strategic cost of operating in urgency

    Years ago, Tim Ferris made the point in “The 4-Hour Workweek,” that most people live in a constant state of distraction and reactivity and call it productivity. That same idea plays out at the organizational level.
    Living in urgency is a strategy. It’s just not a conscious one.
    It’s the default state when clarity is missing. When roles and outcomes blur. When accountability breaks down.
    In mid-sized businesses, especially those with 50 to 150 employees, this becomes a pattern. Everyone is busy, but no one is aligned. And the owner? They become the system that holds it all together — again.

    What functional alignment makes possible

    This is where functional alignment comes in; a core part of the People OS framework.
    Functional alignment means mapping your business by outcome, not just by department or title. It means clarifying what needs to happen, who owns it, and how success is measured, across all levels of the business.
    When that alignment is in place, you’re not constantly stepping in. The team knows what matters. They act on strategic choice instead of urgency. And you get to lead from a place of intention, not reaction.

    The real question isn’t “how do I get out of urgency?”

    It is really about: What choices have we already made that we’re not honoring?
    Because urgency doesn’t just happen. It creeps in when the business forgets the choices it’s already made and stops reinforcing them.
    People OS doesn’t fix everything overnight. But it starts with a simple shift: clarifying the structure, roles, and rhythms that keep strategy intact: even when things get busy.

    Curious if your urgency is helping or hurting? Let’s talk.
    No pitch. Just a 30-minute conversation about what you’re seeing.

  • Agile Isn’t Dead. But It’s Missing Something.

    Agile Isn’t Dead. But It’s Missing Something.

    I recently read a post on Medium titled “The Death of Agile.”
    While the headline blames Agile, the article mostly critiques Scrum, the structured methodology, not the mindset Agile was built on.
    It caught my attention, not because I agreed entirely, but because I recognized the tension it described.
    Maybe you have bought into the agile mindset: move fast, iterate, empower your team to solve problems instead of waiting for permission.
    But somewhere along the way…it stopped working. Or worse, it never really got off the ground.

    Let’s call it what it is: Agile didn’t fail

    The structure around it did.
    Agile is a mindset: a way of working, thinking, learning.
    But in many mid-sized companies, it gets layered with standups, product boards, sprint planning, performance dashboards…and none of it seems to move the business forward.
    The team feels busy. But not aligned.
    Accountable. But not empowered.
    Structured. But still dependent on you to push it over the finish line.
    If that sounds familiar, you’re not alone.

    Here’s what I think typically happens

    We adopted the playbook but we didn’t build the team.
    Agile assumes you have:
    • Clear roles with real ownership
    • Team members close enough to the customer to solve real problems
    • A lightweight operating structure that supports initiative; not one that chokes it
    But most mid-sized businesses haven’t built that yet.
    They’re still running a team that was great at 30 people, stretched across 90, and showing signs of strain at 130.
    In that environment, “Agile” becomes a word you throw into meetings, but not a way of working you can trust.

    People OS was built for this exact moment

    People OS is not a replacement for Agile, it’s the system that makes agile work again.
    It gives you clarity around who owns what, how teams make decisions, and how execution actually happens when you’re not in the room.
    It’s not about more process.
    It’s about making sure your people have the structure and support to own their roles fully, so agility can thrive again.

    But let’s stay in the tension for now

    How are things working in your business?
    • Are your teams structured to solve problems—or just execute handoffs?
    • Does your “Agile” feel like momentum or meetings?
    • Is your playbook missing a team?

    If this hit a nerve, you’re not alone.

    The promise of Agile still matters.
    But it needs a system behind it that fits your business—not one you borrowed from a company 10x your size.
    Curious what that could look like?
    Let’s grab a 30-minute brainstorm.
    No pitch. Just clarity. And maybe some next steps to rebuild momentum in a way that fits you.

    People OS is the framework behind our work and thinking and it might be the missing system your business needs.

  • No One Owns Execution? That’s Why You’re Stuck.

    No One Owns Execution? That’s Why You’re Stuck.

    And how to take back the levers—without carrying all the weight
    Earlier this week, I wrote about the myth of “HR will handle it.”
    And here’s the reality for most companies between 50 and 150 employees:
    • You might not have HR at all.
    • You might have someone… but they’re stretched thin.
    • Or you’ve outsourced it—and found out payroll companies don’t drive performance.
    But the deeper problem isn’t HR capacity.
    It’s that no one owns execution.
    And when no one owns it, you—the owner—step back in. Again.
    If you’re tired of being the backstop, the fixer, the one holding the whole thing together… here’s where to start.

    5 Ways to Reclaim Operational Clarity (Without Adding HR)

    1. Identify the “Ownership Void”
      Look at a recurring issue and ask:
      “Who owns the outcome here?”
      Not the task. The result.
      If you’re the fallback… that’s your first red flag.
    2. Separate HR Work from Leadership Work
      Benefits, policies, onboarding = HR
      Team performance, decision velocity, execution gaps = Operational leadership
      If your HR person is trying to do both, they’ll burn out, and so will your business.
    3. Give Every Manager 3 Outcomes They Own
      Skip the 20-point job description. Ask:
      “What 3 to 4 outcomes are you responsible for delivering this month?”
      If they can’t answer, or if you can’t answer, you’re flying blind.
    4. Clarify Who Decides What
      Most delays are decision delays.
      Build a simple decision-rights map so everyone knows who decides, who informs, and who acts.
      No more endless “collaboration” that results in… nothing.
    5. Create a Weekly Execution Rhythm
      Give your team a cadence that aligns daily work with key outcomes.
      You don’t need a new dashboard—just a meeting rhythm that reinforces priorities and removes drift.

    What This Is (and Isn’t)

    This isn’t about bringing everything back to your desk.
    It’s about reclaiming leadership by redesigning clarity.
    People OS was built for this.
    It helps you stop duct-taping solutions and start running the business like the machine it could be—clear, people-driven, and owner-empowered.
    But even if you never touch our framework, I want you to hear this:
    You don’t need a bigger HR team.
    You need a better operating system.

    Want to See Where to Start?

    Pick one team or department and ask:
    “Who owns execution here—and do they have the structure to succeed without me?”
    If the answer’s fuzzy, let’s talk.
    I’ll walk you through the first few steps—no pitch, just possibilities.

    Reach out. Or let’s grab a coffee.
    You deserve a business that runs because of the system, not because of you.

  • Stop Compromising: Hire the A-Players Your Business Deserves

    Stop Compromising: Hire the A-Players Your Business Deserves

    Let’s Talk About Hiring Challenges

    We’ve all been there. You’re hiring for a critical role, and a candidate comes along who looks great on paper. Their resume checks all the boxes. Maybe they even have experience that makes you sit up and think, Wow, this could be a great fit. But then something happens, or doesn’t happen that makes you pause.

    Let me share a story with you.

    I recently posted a job ad that laid out exactly what we were looking for: someone dependable, detail-oriented, a lifelong learner, and someone who takes ownership of their work. As part of the application process, the candidates are asked to submit a short, 30-second video introducing themselves. Pretty simple, right?

    Well, one candidate didn’t submit the video. Instead, they sent a note explaining they didn’t have access to a video camera on their phone or computer. I get it, life happens, and not everyone has access to the latest tech. So, I gave them another chance. I encouraged them to ask a friend or neighbor for help. I even reminded them why this step mattered: it wasn’t about the video itself—it was about showing they could deliver results without excuses.

    Their response? “I want the job; that’s why I applied.” But instead of sending the video, the rest of the message said, “let’s meet in person, and I’ll tell you about my experience.”

    And there it was—the red flag.

    Why This Matters (and Why It Should Matter to You)

    Here’s the thing: the hiring process isn’t just about checking off requirements. It’s about seeing how candidates show up, even when things aren’t convenient or easy. Think about it; if someone can’t follow a simple instruction during the application process, what does that say about how they’ll handle real challenges on the job?

    In this case, the candidate missed two critical traits we were looking for:

    Delivering results without excuses. Instead of finding a solution—borrowing a friend’s phone, using a library computer—they offered an excuse and a workaround. That’s not someone who’s going to thrive in a role that demands accountability.

    Taking ownership and seeing challenges as opportunities. This was a chance to prove resourcefulness, creativity, and initiative. Instead, they shifted the responsibility back to me.

    It’s not about the video. It’s about what the video represents: a willingness to follow through and find a way, no matter the obstacle.

    But What If You’re Tempted to Make an Exception?

    Let’s be real—it’s tempting to bend the rules sometimes. After all, you’re busy, the position needs to be filled, and this person seems almost perfect. But here’s what I’ve learned: compromising on your process almost always comes back to bite you.

    Think about it:

    Your process exists for a reason. It’s designed to identify the right people—the ones who align with your values and can actually do the job.

    The wrong hire costs more than you think. One bad hire can disrupt your team, slow down progress, and even cost you good employees who get frustrated working with someone who’s not pulling their weight.
    Sure, there are rare occasions when it might make sense to bend the rules—maybe someone has an extraordinary skill set or brings something unique to the table. But even then, you have to ask yourself: Am I solving a short-term problem at the expense of long-term success?

    The Bigger Picture: What Your Process Says About You

    Your hiring process isn’t just about finding the right candidate. It’s also about setting the tone for your company. It tells candidates and your current team…what matters to you.

    By sticking to your process, you’re saying:

    “We value people who take ownership.”
    “We expect results, not excuses.”
    “We don’t cut corners, and we don’t hire people who do.”
    And here’s the best part: when you hold the line, you attract the people who get it. The ones who see your high standards and think, This is exactly the kind of place I want to work.

    So, What’s the Takeaway?

    Let me leave you with this: hiring isn’t just about filling a seat. It’s about building a team of people who will help your business grow and thrive. And that starts with sticking to your process—even when it’s tempting to make exceptions.

    The next time you’re faced with a candidate who almost checks all the boxes, ask yourself: Am I willing to compromise my standards? Because every compromise you make today is a decision you’ll have to live with tomorrow.

    Over to You

    Are you finding it hard to stick to your hiring process? Or maybe you’re not sure if your process is doing its job in filtering the right candidates. Let’s talk. At Business Think, we specialize in helping businesses like yours find and hire A-players who deliver results…without excuses.

    Reach out today, and let’s build the team your business deserves.

    HiringTips #RecruitmentProcess #BusinessGrowth #FindTopTalent #HiringMistakes #APlayers #SmallBusinessTips #LeadershipDevelopment #BusinessSuccess

  • Aligning Skills with Roles – Building the Capabilities That Matter

    Aligning Skills with Roles – Building the Capabilities That Matter

    In our previous post, we discussed how defining Vital Functions is key to providing clarity and direction for your team. By focusing on the core responsibilities of each role, your employees can prioritize their efforts and drive results that align with your business goals.

    Now, we turn to the next critical step: aligning the right skills with each role. It’s not enough to simply define what an employee should do—you need to ensure they have the technical abilities and behavioral attributes to succeed in their role. When skills are aligned with responsibilities, your team can work more efficiently, make better decisions, and grow alongside your business.

    In this post, we’ll explore how to match the right skills with each role, the types of skills that matter, and how to foster a culture of continuous development to ensure long-term business success.

    Why Aligning Skills with Roles Is Essential

    Aligning skills with roles ensures that your employees are equipped to perform their core responsibilities effectively. When the right skills are in place, your team will:

    1. Improve performance and productivity: Employees can complete tasks more efficiently when their skills match the demands of their role.
    2. Make informed decisions: With the right technical knowledge, employees are better equipped to make smart decisions that benefit the business.
    3. Enhance collaboration and teamwork: Behavioral attributes like adaptability, resilience, and communication enable employees to work well with others.
    4. Achieve long-term growth: Skills alignment allows employees to thrive in their roles, leading to personal development and business growth.

    Key Types of Skills to Align with Roles
    When aligning skills with roles, it’s important to consider both technical abilities and behavioral attributes. Let’s break these down:

    1. Technical Abilities: What Employees Need to Know
    Technical abilities are the practical, task-related skills employees need to perform their core responsibilities. These are often specific to the role and include competencies such as:

    • Data analysis
    • Project management
    • Software proficiency
    • Marketing strategy
    • Logistics coordination

    For example, a Marketing Manager may need to be skilled in content creation tools, data analytics platforms, and campaign management systems to effectively manage campaigns and measure their success.

    How to Align Technical Abilities with Roles:

    • Identify the Vital Functions of each role (as discussed in Blog 2) and determine the technical skills needed to perform those functions effectively.
    • Assess current skill levels through performance reviews, skills assessments, or employee feedback.
    • Provide training opportunities such as online courses, workshops, or mentorship programs to help employees develop the technical skills they need.

    2. Behavioral Attributes: How Employees Apply Their Skills
    Behavioral attributes are the interpersonal qualities that influence how employees interact with others, manage challenges, and contribute to a positive work environment. Examples of these attributes include:

    • Adaptability: The ability to embrace change and handle uncertainty.
    • Resilience: The capacity to bounce back from setbacks.
    • Collaboration: The ability to work well with others and contribute to team success.
    • Leadership: The skill to inspire and guide others toward shared goals.

    For instance, an Operations Manager responsible for logistics and vendor relations will benefit from resilience to handle supply chain disruptions and collaboration to work effectively with different departments.

    How to Align Behavioral Attributes with Roles:

    • Consider the interpersonal demands of each role and identify which attributes are most important for success.
    • Use behavioral assessments or feedback from team members to understand each employee’s strengths and areas for growth.
    • Foster a culture of continuous development by encouraging self-awareness, emotional intelligence, and team collaboration through coaching, team-building activities, or mentoring.

    Steps to Align Skills with Roles

    1. Define Vital Functions and Identify Skill Gaps
    Start by reviewing the Vital Functions of each role (as defined in Blog 2) and determine the skills—both technical and behavioral—needed to excel in those responsibilities. Once you’ve outlined these key requirements, it’s time to evaluate your current team. Assess which employees already possess the skills to effectively perform the vital functions and who might need additional development.

    If you find that certain vital functions require skills that aren’t present on your current team, this is an opportunity to hire externally. When hiring, ensure that the candidates have the requisite skills to successfully perform the role’s core responsibilities and contribute to your business goals.

    2. Assess Current Skills
    Use performance reviews, one-on-one meetings, or skills assessments to understand where each employee stands in terms of their technical abilities and behavioral attributes. Be open to feedback from your employees about areas they have skills that are under-utilized, unknown or where they need more development.

    3. Develop Tailored Training Programs
    Provide ongoing training opportunities to address the identified skill gaps. This could include:

    • Technical training: Online courses, certifications, or workshops to build new skills.
    • Behavioral coaching: Mentorship programs or leadership training to foster interpersonal skills.
    • Cross-functional projects: Encourage employees to take on roles in other departments to develop new competencies and broaden their experience.

    4. Encourage Continuous Learning and Development
    Skills aren’t static—they evolve. Encourage your team to embrace a growth mindset by prioritizing learning and personal development. This includes:

    • Offering employees learning stipends or access to educational resources.
    • Incorporating skill development goals into performance reviews.
    • Encouraging employees to take initiative in their learning journey and explore areas of interest that align with their role.

    Real-World Example: Aligning Skills with Roles in an Operations Team

    Imagine you have an Operations Manager overseeing logistics and vendor management. Their role is essential to maintaining smooth business operations, but lately, there have been issues with delayed shipments and vendor communication breakdowns.

    By reviewing their Vital Functions, you identify two key areas where skill gaps exist:

    1. Logistics Management: The Operations Manager lacks proficiency in using data analytics tools to optimize delivery times and streamline operations.
    2. Vendor Relations: The Operations Manager struggles with managing difficult vendor negotiations, indicating a need for stronger resilience and collaboration skills.

    Steps to Address Skill Gaps:

    • Provide technical training: Enroll the Operations Manager in a course on logistics analytics tools to improve their ability to manage supply chain efficiency.
    • Offer behavioral coaching: Pair the Operations Manager with a mentor who excels in negotiation and resilience, helping them build stronger interpersonal skills for vendor management. As a side note, the mentor does not have to be inside the organization.

    The result? With the right skills in place, the Operations Manager can improve efficiency, reduce delays, and strengthen vendor relationships, all while growing as a leader in the organization.

    The Impact of Aligning Skills with Roles
    When you align the right skills with each role in your business, you set the foundation for long-term success. Here’s how:

    • Increased performance: Employees who have the right skills can perform their core responsibilities efficiently, leading to better business outcomes.
    • Higher engagement: When employees are confident in their abilities and see the value of their contributions, they’re more engaged and motivated.
    • Greater adaptability: As employees develop both technical abilities and behavioral attributes, they’re better equipped to handle changes and challenges in the business environment.
    • Stronger teams: With aligned skills, your team can collaborate more effectively, driving success across the organization.

    Conclusion: Building the Right Capabilities for Success
    Aligning skills with roles is about more than just ticking off tasks—it’s about empowering your employees to excel in their vital functions and contribute to the long-term success of your business. By providing the right training, mentorship, and development opportunities, you can build a team that’s not only capable but also engaged and ready to grow alongside your business.

    In the next post, we’ll take a closer look at Key Outcomes—how to measure success and hold employees accountable for achieving their goals. Stay tuned!

    Ready to start aligning skills with roles in your business?
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