Tag: Performance

  • 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.

  • 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

  • From Tasks to Impact – Using Key Outcomes to Measure Success

    From Tasks to Impact – Using Key Outcomes to Measure Success

    In the previous posts, we’ve explored how defining Vital Functions and aligning skills with roles can significantly boost team performance and set your business on a path to growth. But defining roles and aligning skills is just the foundation. To drive sustained success, your team needs clear, measurable targets that connect their daily tasks to meaningful results.

    This is where Key Outcomes come into play. Key Outcomes are the measurable goals that align employees’ daily work with your business’s broader objectives. By focusing on outcomes rather than just tasks, you can shift your team’s mindset from completing tasks to creating impact.

    In this blog, we’ll explore the importance of setting Key Outcomes, how to define them for your team, and how they help ensure accountability, clarity, and long-term success for your small business.

    What Are Key Outcomes?

    Key Outcomes are the specific, measurable achievements that result from employees successfully performing their Vital Functions. They help employees see the impact of their work by focusing on the results they produce, rather than the tasks they perform.

    For example, instead of an employee having the task of “creating marketing campaigns,” their Key Outcome might be “generating 100 new qualified leads per quarter.” This shift in focus ensures that employees understand the purpose behind their tasks and how their work contributes to the overall business success.

    Why Key Outcomes Matter for Your Business

    Setting Key Outcomes is crucial for several reasons:

    1. Clarity and Focus:
      Key Outcomes give employees a clear target to aim for, ensuring they stay focused on what matters most for the business. Rather than completing tasks for the sake of it, they are working toward measurable goals that drive business success.
    2. Accountability and Ownership:
      When employees are held accountable for Key Outcomes, they take ownership of their work. They know exactly what is expected of them and can track their progress toward these goals.
    3. Motivation and Engagement:
      Employees are more motivated when they understand the impact of their work. Setting Key Outcomes allows them to see the tangible results of their efforts, leading to greater engagement and job satisfaction.
    4. Alignment with Business Goals:
      Key Outcomes ensure that every team member is aligned with the broader strategic goals of the business. This alignment helps create a sense of unity and purpose within your team.

    How to Set Key Outcomes for Your Team

    1. Start with the Business’s Annual and Long-Term Goals
    Before defining Key Outcomes for individual roles, revisit your business’s annual and the long-term objectives. Key Outcomes should directly contribute to these goals, so start by asking questions like:

    • What are the business’s growth targets for the year?
    • What metrics matter most to our success? (e.g., revenue, customer retention, operational efficiency)

    For example, if your business goal is to increase revenue by 20%, Key Outcomes for your marketing team might be to increase the number engaged leads. The sales team outcome would include increasing lead conversion rates or generating a specific amount of new sales revenue.

    2. Link Key Outcomes to Vital Functions
    Key Outcomes should align with each employee’s Vital Functions (discussed in Blog 2). Once you’ve identified the Vital Functions of a role, define the specific outcomes that show success in each of those areas.

    For instance, if a Marketing Manager’s Vital Function is campaign management, the Key Outcome could be increasing the click-through rate by 15% on marketing emails over a quarter.

    3. Make Key Outcomes SMART
    Key Outcomes should be SMART:

    • Specific: Clear and well-defined.
    • Measurable: Quantifiable, with metrics that can be tracked.
    • Achievable: Realistic and within the employee’s control.
    • Relevant: Directly tied to the employee’s Vital Functions and business goals.
    • Time-Bound: Set within a specific time frame.

    For example, a SMART Key Outcome for a sales role might be:

    • “Close $50,000 in new sales within the next three months by focusing on high-value leads.”

    4. Involve Employees in the Process
    Involving employees in defining their Key Outcomes fosters buy-in and ownership. Hold one-on-one meetings to discuss the expectations of their role and collaborate to set Key Outcomes that align with their strengths and responsibilities.

    This collaborative approach ensures employees are motivated to achieve their Key Outcomes and helps set realistic, yet challenging, targets.

    Examples of Key Outcomes for Common Roles
    To help illustrate how Key Outcomes work, here are some examples of Key Outcomes for different roles:

    • Sales Manager:
      • Increase lead-to-sale conversion rate from 25% to 30% by the end of Q4.
      • Generate $100,000 in new business revenue within six months.
    • Operations Manager:
      • Reduce shipping delays by 10% by improving logistics efficiency within the next two quarters.
      • Lower vendor costs by 5% through renegotiating contracts by the end of the fiscal year.
    • Customer Service Representative:
      • Improve customer satisfaction scores by 20% by reducing average response time to under 24 hours within the next quarter.
      • Increase customer retention rate by 10% through personalized follow-up communication within six months.
    • Marketing Manager:
      • Increase social media engagement by 25% within the next quarter through targeted content creation.
      • Generate 200 new qualified leads through digital campaigns by the end of Q3.

    How to Track and Measure Key Outcomes
    Once Key Outcomes are in place, it’s important to track and measure progress consistently. Here are a few strategies:

    1. Regular Check-Ins:
      Hold regular one-on-one meetings or team check-ins to discuss progress toward Key Outcomes. This keeps employees focused and allows you to address any roadblocks early.
    2. Performance Dashboards:
      Use performance dashboards or project management tools to track key metrics in real time. Tools like Trello, Asana, or Google Sheets can help visualize progress and keep everyone accountable.
    3. Provide Feedback:
      Regular feedback is essential to keeping employees on track. Offer constructive feedback when employees need support, and celebrate their wins when Key Outcomes are achieved.
    4. Evaluate and Adjust:
      As business goals evolve, it may be necessary to adjust Key Outcomes to reflect new priorities or challenges. Stay flexible and ready to recalibrate outcomes as needed.

    Real-World Example: Turning Tasks into Impact for a Marketing Team
    Let’s take a real-world example of a small business marketing team. Before defining Key Outcomes, the team was focused on task completion—designing graphics, writing copy, and scheduling social media posts. While the work was getting done, the impact wasn’t clear, and the team struggled to measure their contribution to business goals.

    After setting Key Outcomes, their focus shifted from task completion to measurable results:

    1. Key Outcome 1: Increase website traffic by 20% within the next quarter through targeted content creation.
    2. Key Outcome 2: Generate 150 qualified leads through email marketing campaigns within six months.

    With these Key Outcomes, the team was able to track their progress and see the direct impact of their efforts on the business. The result? A more motivated, accountable team that drove measurable growth for the business.

    The Impact of Shifting from Tasks to Key Outcomes
    When employees understand how their work contributes to the overall success of the business, they become more engaged, motivated, and accountable. Setting Key Outcomes provides clarity and purpose, transforming daily tasks into impactful results. Here’s how:

    • Increased Focus: Employees know exactly what they’re working toward, reducing distractions and increasing productivity.
    • Better Performance: By focusing on results, employees strive to meet and exceed their targets, driving business growth.
    • Aligned Teamwork: Key Outcomes align individual efforts with business goals, creating a unified team working toward a common purpose.

    Conclusion: From Tasks to Impact – Start Setting Key Outcomes Today
    Setting Key Outcomes is the key to driving business results and holding employees accountable for their performance. By focusing on measurable achievements, you can turn daily tasks into meaningful contributions that drive your business forward.

    In the final post of our series, we’ll explore how to tie all of these elements—Vital Functions, skills alignment, and Key Outcomes—into a system for continuous improvement and long-term success. Stay tuned!

    Ready to transform your team’s focus from tasks to results?
    Subscribe now to receive the next post in our series: “Bringing It All Together – How to Create a System for Long-Term Success.”

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  • Defining Vital Functions – The Core To Drive Business Success

    Defining Vital Functions – The Core To Drive Business Success

    In the first post of our series, we explored how role clarity and skills alignment are crucial to transforming your small business and driving sustainable growth. Now, it’s time to take the next step by defining Vital Functions…the core responsibilities that provide focus and direction for each role in your team.

    When employees are unclear about their core responsibilities, they’re left juggling too many tasks, and their performance suffers. On the other hand, defining Vital Functions provides them with clear priorities and enables them to excel in areas that matter most for your business.

    In this post, we’ll explore what Vital Functions are, how to identify them, and how they can boost productivity, accountability, and overall business success.

    What Are Vital Functions?

    Vital Functions are the core responsibilities or key areas of focus for a particular role. These are not individual tasks but rather the categories of work that are critical to achieving the mission of the business and fulfilling its goals. They ensure employees know where to invest their time and energy, and they create alignment between individual efforts and business objectives.

    Think of Vital Functions as the building blocks of each role. They form the foundation that employees can stand on to achieve success and meet their Key Outcomes (which we’ll cover in the next blog post).

    Why Are Vital Functions So Important?

    For small businesses, where resources are limited and teams are often spread thin, defining Vital Functions can be a game-changer. Here’s why:

    1. Increased Focus and Productivity:
      Employees who know their core responsibilities are able to focus their efforts, avoid distractions, and work more efficiently. Without clarity, they waste time juggling low-priority tasks that don’t contribute to business success.
    2. Enhanced Accountability:
      When responsibilities are clearly defined, it’s easier to hold employees accountable for their performance. They understand what’s expected of them, which reduces confusion and encourages them to take ownership of their work.
    3. Improved Collaboration:
      Defined Vital Functions help employees understand how their role fits into the larger team. This clarity reduces overlap, eliminates redundancies, and promotes better communication and teamwork.
    4. Aligned Skills Development:
      By aligning specific skills with core responsibilities, you can help employees develop the skills most needed for their role. This leads to better performance and long-term growth.

    How to Identify Vital Functions for Key Roles
    Identifying the Vital Functions for each role in your business is essential to optimizing performance. Here’s a simple process to help you get started:

    1. Start with Your Business’s Purpose and Current Goals
    The first step in defining Vital Functions is to connect each role to your business’s mission and overall goals. The reason they’re called “vital” functions is that they are critical to achieving the mission and fulfilling the goals of the business.

    Ask yourself:

    • What is the purpose of the business?
    • What are the key objectives your business needs to achieve this year?
    • How does this role contribute to those objectives?

    For example, if one of your goals is to improve operational efficiency, the Vital Functions of your Operations Manager might include process optimization, logistics management, and vendor relations.

    2. Identify Key Areas of Responsibility
    Next, break down the role into its main areas of responsibility. These should be broad categories that cover ongoing responsibilities rather than one-off tasks. A simple rule is to limit each role to three to four Vital Functions to avoid overwhelm and ensure focus.

    For example, the Vital Functions for a Marketing Manager could be:

    • Content Creation – Developing marketing materials that engage the audience.
    • Campaign Management – Planning and executing marketing campaigns.
    • Analytics and Reporting – Monitoring performance and optimizing future campaigns.

    3. Align with Skills and Attributes
    Once you’ve identified the Vital Functions, match them with the necessary technical abilities and behavioral attributes (as discussed in Blog 1). Consider:

    • What skills (e.g., data analysis, project management) are essential to performing this role effectively?
    • What attributes (e.g., adaptability, leadership) will ensure success in this role?

    This alignment ensures that employees are set up for success and can develop the skills that directly impact their performance.

    4. Consult with Employees
    Once you’ve outlined Vital Functions for a role, consult with the employee who performs that role. They can provide valuable insights into their daily responsibilities and suggest adjustments. Involving employees also fosters buy-in and helps them feel empowered to own their role.

    Real-World Example: Defining Vital Functions for a Sales Role
    Let’s take an example of a Sales Manager who is responsible for increasing customer acquisition and retention. Before defining Vital Functions, their responsibilities might be unclear, leading to inconsistent performance and frustration.

    After defining Vital Functions, their role becomes clearer, focusing on:

    1. Lead Generation – Developing strategies to generate qualified leads.
    2. Client Relationship Management – Building and maintaining strong relationships with key clients.
    3. Sales Process Optimization – Streamlining the sales process to improve conversion rates.

    With these Vital Functions in place, the Sales Manager now has a clear direction and can focus on the areas that directly contribute to the company’s revenue goals.

    Common Mistakes to Avoid When Defining Vital Functions
    As you define Vital Functions for each role, be mindful of these common mistakes:

    1. Being Too General or Too Specific:
      Avoid making the Vital Functions too vague (e.g., “improving performance”) or too specific (e.g., “responding to emails”). They should be broad categories that represent key responsibilities rather than detailed tasks.
    2. Overloading with Too Many Functions:
      Limit the Vital Functions to three to four per role. If you overload the role with too many responsibilities, employees will struggle to prioritize their efforts.
    3. Forgetting to Align with Skills and Business Goals:
      Ensure that each Vital Function ties back to your business goals and requires specific skills and attributes. This alignment will set employees up for success and growth.

    Conclusion: Building a Strong Foundation with Vital Functions
    Defining Vital Functions is one of the most powerful steps you can take to ensure role clarity and drive your business toward growth. By clearly outlining the core responsibilities of each role, you provide employees with the focus they need to excel and ensure their efforts are aligned with your business’s goals.

    In the next post, we’ll explore how to turn these Vital Functions into Key Outcomes—measurable goals that provide employees with clear targets for success. Stay tuned!

    Ready to start defining Vital Functions for your team?
    Subscribe now to receive the next post in our series: “Setting Key Outcomes – How to Measure Success and Hold Employees Accountable.”

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  • Clear Roles, Stronger Teams – The Secret to Sustainable Growth

    Clear Roles, Stronger Teams – The Secret to Sustainable Growth

    Many small business owners face the challenge of achieving consistent performance and growth. The problem often lies not in the effort or enthusiasm of employees but in the lack of role clarity and skills alignment. When roles are unclear, confusion spreads; leading to missed opportunities, inefficient operations, and frustrated teams.

    But there’s good news: getting clear on roles and aligning the right skills with those roles unlocks sustainable business growth. This blog kicks off our series by introducing the Practical Framework for Roles and Skills in Small Businesses, a step-by-step guide to building high-performance teams that drive measurable business results.

    The Problem with Unclear Roles and Mismatched Skills

    In small businesses, it’s common for employees to wear multiple hats. While flexibility is important, ambiguity about roles and expectations creates several challenges:

    • Employees struggle to prioritize their work.
    • Teams become inefficient due to overlapping or neglected responsibilities.
    • Morale suffers when employees feel uncertain about their value and contribution.
    • Business growth slows as performance becomes inconsistent and unfocused.

    Without clear roles, it’s difficult to align employees’ skills with business needs—resulting in missed potential and wasted talent.

    The Key to Unlocking Growth: Clear Roles and Aligned Skills
    Role clarity and skills alignment create the foundation for a high-performing team. When employees understand their responsibilities, know where to focus, and apply the right skills to their work, businesses achieve:

    1. Improved efficiency – Fewer overlaps, faster task completion.
    2. Higher morale – Employees feel valued and purposeful.
    3. Stronger performance – Tasks align with business priorities, driving results.
    4. Sustainable growth – Consistent efforts lead to long-term success.

    The Practical Framework: A Roadmap to Role Clarity and Skills Alignment
    This series introduces a Practical Framework for Roles and Skills designed to help small business owners build high-performing teams. It emphasizes three key elements:

    1. Vital Functions: These are the core responsibilities of each role, the key areas where employees should focus their energy.
    2. Key Outcomes: These are the measurable achievements that result from fulfilling vital functions effectively.
    3. Results: This refers to the broader business goals that individual efforts contribute to—such as revenue growth or customer satisfaction.

    The framework also highlights the importance of developing the right skills, which consist of:

    • Technical Abilities – Practical knowledge and tools needed to perform tasks.
    • Behavioral Attributes – Personal qualities (e.g., adaptability, empathy) that influence interpersonal effectiveness.
    • Personal Identity – The motivations and values that align an employee’s performance with the company’s mission.

    The Transformational Impact of Role Clarity and Skills Alignment
    By applying the Practical Framework, small business owners can experience a transformation in the way they manage their teams:

    1. Eliminate Ambiguity: With clear roles and responsibilities, employees can focus on what matters most without distractions.
    2. Improve Performance: Aligning the right skills with vital functions ensures employees perform at their highest potential.
    3. Create a Culture of Accountability: Measurable Key Outcomes keep employees motivated and accountable, driving them to meet or exceed expectations.
    4. Achieve Long-Term Growth: When individual efforts align with business goals, growth becomes sustainable and predictable.

    Real-World Example: From Overwhelm to Clarity
    Aligning Skills for Optimal Performance

    Scenario:
    An overwhelmed operations manager is juggling too many responsibilities; handling logistics, managing vendors, and stepping into customer service roles. Tasks are delayed, operations are chaotic, and the team feels frustrated by the lack of direction and accountability.

    The business owner decides to apply the Practical Framework to clarify the role and align the right skills. The first step is defining the Vital Functions of the role:

    1. Logistics Management: Ensure smooth delivery operations.
    2. Process Optimization: Identify areas for efficiency improvements.
    3. Vendor Management: Maintain relationships and negotiate favorable contracts.

    Next, the business owner outlines Key Outcomes for each vital function:

    • Logistics: Reduce delivery time by 10%.
    • Process Optimization: Increase operational efficiency by automating at least one process.
    • Vendor Management: Lower vendor costs by 5% through renegotiations.

    Now comes the challenge: aligning the right technical abilities (data analysis) and behavioral attributes (resilience, collaboration) to the operations manager’s role.

    Option 1: Upskill the Current Operations Manager
    If the current operations manager lacks the necessary skills or attributes, the business owner can invest in their development. Steps to Upskill:

    1. Technical Abilities:
      • Enroll the operations manager in online courses or certifications in data analysis tools (e.g., Excel, Google Sheets, Power BI).
      • Provide access to training on logistics or vendor management software to improve their efficiency.
      • Assign small projects focused on data analysis to help them practice and apply new skills.
    2. Behavioral Attributes:
      • Mentorship or coaching: Pair the operations manager with someone who exhibits strong resilience and collaboration to model these behaviors.
      • Set incremental challenges: Assign tasks with clear deadlines to build resilience by gradually increasing responsibility.
      • Encourage team collaboration: Involve the operations manager in cross-departmental projects to improve their ability to work with others.

    Impact: With the right learning opportunities and mentoring, the operations manager can develop the skills and behaviors needed to thrive in their role. This also shows investment in employee growth, increasing morale and loyalty.

    Option 2: Redistribute Responsibilities and Assign a Specialist
    If upskilling the operations manager is not feasible or timely, the business owner can redistribute responsibilities and bring in a specialist for certain tasks. Steps to Redistribute Work:

    1. Hire a Part-Time Data Analyst or Consultant:
      • Bring in a temporary or part-time data analyst to handle technical tasks like logistics optimization or vendor cost analysis.
      • The operations manager can focus on areas where they are strongest, such as relationship management or process coordination.
    2. Assign a Team Member with Strong Collaboration Skills:
      • Identify a team member who excels in collaboration and teamwork and delegate cross-departmental coordination tasks to them.
      • This ensures that team-oriented tasks do not suffer while the operations manager focuses on their strengths.

    Impact: By redistributing technical or collaboration-heavy tasks to others, the business avoids overburdening the operations manager and ensures specialized work gets done efficiently. This strategy also allows the business to develop talent internally by giving other employees opportunities to step into new roles.

    Option 3: Redefine the Operations Manager’s Role and Recruit New Talent
    If the gap in skills and attributes is too large, and redistribution isn’t enough, the business owner may need to redefine the role or bring in new talent with the right skills. Steps to Redefine the Role:

    1. Narrow the Scope:
      • Focus the operations manager’s role on process optimization and vendor management, areas where they perform well.
      • Shift logistics management to a new hire or another team member with relevant technical abilities.
    2. Recruit with Precision:
      • Use skills-based hiring techniques to identify candidates with data analysis capabilities and collaborative attributes for the logistics or operations role.
      • Consider candidates with a growth mindset who show potential to adapt to the evolving needs of the business.

    Impact: This option ensures the business has the right person in the right role, reducing operational chaos and boosting team performance. Although hiring new talent may take time, it positions the business for long-term stability and growth.

    Conclusion: From Overwhelm to Efficiency
    By aligning the right skills and attributes with clear responsibilities, the business owner ensures that the operations manager (or their replacement) can perform effectively and contribute to key business outcomes. Whether through upskilling, redistributing tasks, or recruiting new talent, the goal is the same: maximize performance by matching roles with the right abilities and qualities.

    This approach not only improves day-to-day operations but also builds a more resilient and high-performing team, driving sustainable business growth.

    The Foundation for Business Success Starts Here
    Role clarity and skills alignment are not just management buzzwords, they are the cornerstone of business success. When employees know their responsibilities and apply the right skills, businesses become more efficient, teams are more engaged, and growth follows naturally.

    In the next post, we’ll dive deeper into the first element of the framework: Vital Functions. You’ll learn how to define these core responsibilities for each role, creating the foundation for high performance.

    Ready to unlock the full potential of your team?
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  • Do You Run Your Business Like a Sports Team?

    There are two things every sports team has: knowledge of the points scored during the game and knowledge, if not sense, of the performance of each player.

    Translated for your business:

    • A dashboard of your business goals – these are your points of the game
    • Player scorecards – this identifies and tracks the outcomes of the players in your business

    You need goals for your business.  However, please realize these goals represent the actions and decisions of the business.  Goals are not outcomes. Goals reflect the result of outcomes.

    A common definition of goals and one that I support:

    A business goal is an endpoint, accomplishment or target an organization wants to achieve in the short term or long term. Business goals can take many different forms and be aspirational or motivational, such as driving an organization toward a certain objective like improved customer service. They can also have very specific objectives, such as reaching a particular revenue target, net income, profit margin, profit goal or other financial milestone.

    Outcomes are the benefits or services each employee delivers directly to your customers or provides to support the business.  The results of employee outcomes can be seen in your goals.  Much like your team scoring a goal or scoring a touchdown is reflected in the score of the game.

    Every role in your business must have three to four outcomes identified.  These outcomes are what you are paying your employees to deliver.  And yes, your employees will have extra responsibilities, but these are not the outcomes of their role. Many job descriptions, get this point wrong.  They will state a long list of responsibilities, but not the outcomes.  This is a problem.  We’ll discuss this in a future blog.

    As a call to action:

    How well are you letting your organization know the score of the game?  You may be uncomfortable sharing actual numbers, and I get that, but your employees need some sort of indication of whether the business is winning or losing the game. Figure this out and start reporting the information out.  Every business will have a different cadence.  Some information should be reported daily and some weekly. It is a rare situation that you will report information out monthly, but it does happen.  The additional question, what information on the scoreboard will keep your team motivated or incentivized? Additionally, think about your key goals, like revenue.  For instance, what needs to happen in your business for revenue to be realized? What outcomes must occur in marketing, sales, operations and finance to get revenue?  These are some of the vital outcomes for your business.  Think about these and start to understand how paying attention to employee delivery on these outcomes will improve your business.