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Getting The Right People On The Bus
September 6, 2020
Factors That Distinguish Effective Team Members
Building the senior team is critical to the organization’s success and an important part of the leader’s job. But often, the criteria for selecting team members and the process for recruiting, interviewing, selecting, and onboarding are flawed or haphazard. Hiring decisions that are made with too great a sense of urgency can lead to disaster.
Today, the competition for top talent is intense. Chances are that you will have to balance the need to put someone in place with your desire to hire the best. Until the organization has a reputation/brand, and financial resources, it may be difficult to attract top talent. The competitive hiring market also doesn’t allow you to have “A” players in every position, although that may be desirable. However, there are certain things to look for that will give you a better chance at hiring successful team members.
Having too narrow a model of the kind of person you prefer, whether that be academic pedigree, experience at a well-known successful company, or a particular type of intellectual or interpersonal style, can be a trap. Some companies lean toward hiring people who are highly intelligent, while others have a preference for people with good interpersonal skills. One of my corporate clients over-indexed for hiring people who made a good first impression and had good interpersonal skills. They ended up hiring talent whose need to be liked was greater than their ability to execute and get results, and who also wanted to avoid conflict! Personally, I had to learn that people I resonated with on the level of ideas were not always the right fit for a job that demanded attention to details and execution.
So, what should you look for when choosing talent and/or constructing your own executive team? Through extensive research (explained in their book, When Teams Work Best)
Frank LaFasto and Carl Larson identified six factors that distinguish effective from ineffective team members. They are:
1. Experience
: Practical knowledge of the area or function, grasp of technical capabilities and needs, breadth and depth of experience and a record of success that is relevant to the organization’s major objectives.
2. Problem solving ability
: One of the functions of a team is to solve problems, so an effective team member must have the ability to identify and clarify issues, understanding the relevant facts and their implications. He or she must be able to stay focused, make decisions, and proactively solve problems.
3. Openness:
To get the most out of your team as a problem-solving group, you need people who are willing and able to say what’s on their minds and openly express their point of view, including having the courage to disagree with the leader and bring up issues that need to be resolved.As the leader, you need the courage to listen to, and honestly consider, ideas and strategies that differ from your own. This will create an environment conducive to an open exchange of ideas.
4. Personal Style:
The most effective team members inspire others with their positive energy and attitude. They have an infectious enthusiasm about the work and a likeable, friendly, cooperative style which makes everyone feel motivated and comfortable. People who are negative, combative, critical, and pessimistic do not help team morale. Some people who have strong technical and analytical skills can be intellectually aggressive, highly skeptical and critical of others without having awareness of the negative impact of these tendencies on their relationships.
5. Supportiveness:
A team needs people who have the motivation, and the capacity, to put the good of the team above their own individual ambitions. On an effective, high-achieving team, people are supportive of each other. They share a desire and willingness to help each other succeed, and express this through mutual encouragement, a willingness to pitch in and help other team members overcome obstacles, and by putting the team’s goals above any individual agenda. Put simply, they know how to be there for each other. They are sensitive, considerate, and easy to work with.
Some people have a hard time being supportive team players. They are self-centered, focused on their own needs, agenda, and career. Some are socially competitive and need to win and be right. Some are simply determined to get their way and will use intimidation to get it. Many people are so personally ambitious and focused on their own narcissistic agenda that they are unable to be helpful and supportive of others.
6. Action orientation:
It’s important that team members have a bias for action. People who talk about things but don’t do anything much are not the ones you need on your team. You want members on your team who are willing to take initiative, and who get things done, individuals who have a desire to set and achieve goals. By their example and speech, they encourage others to take action. In the interest of getting results, they are quite willing to experiment and try a different approach. This is important on all teams, but perhaps especially in a small company where the fuse is burning, you’ve got too much to do, and the money always seems to be running out.
Good To Great: Getting The Right People On The Bus
Leaders are ultimately responsible for getting the right people on the bus. An important perspective on team building comes from Jim Collins, author of Good to Great, Built to Last and other influential books. In an example that has since become famous, he compares a company to a bus, and the leader to the bus driver.
You are a bus driver. The bus, your company, is at a standstill, and it’s your job to get it going. You have to decide where you're going, how you're going to get there, and who's going with you. Most people assume that great bus drivers (read: business leaders) immediately start the journey by announcing to the people on the bus where they're going—by setting a new direction or by articulating a fresh corporate vision. On the contrary, Collins' research showed that leaders of companies that go from good to great start not with “where” but with “who.” They start by getting the right people on the bus, the wrong people off the bus, and the right people in the right seats.
One of the most important factors in creating a highly successful team is to have the right people. “Put ‘who’ ahead of strategy, ‘who’ ahead of tactics, ‘who’ ahead of technology, ‘who’ ahead of business ideas – ‘who’ ahead of everything!”
And as discussed above in the context of the LaFasto and Larson research, the people you want to gather around you, to put on your bus, are those who are both capable and inclined to put the good of the organization ahead of their personal goals, people who are not self-centered individualists who put their own career ahead of the good of the organization.
According to Collins’ research, “Level 5 leaders,” his highest rank of best leaders, “channel their ego needs away from themselves and into the larger goal of building a great company. It’s not that Level 5 leaders have no ego or self-interest. Indeed, they are incredibly ambitious–but their ambition is first and foremost for the institution, not themselves.” In other words, “We found that for leaders to make something great, their ambition has to be for the greatness of the work and the company, rather than for themselves.” .
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The Founder's Trust Trap: Why Your Startup's Future Depends On It
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Without it, people simply won't follow you. This isn't hyperbole; it's a stark reality backed by compelling data. Companies with high trust factors report staggering benefits: 74% less stress, 13% fewer sick days, and a remarkable 40% less burnout among employees compared to their low-trust counterparts. This translates directly into reduced operational costs and a healthier, more engaged workforce. Employees in high-trust organizations are also 50% more likely to stay with their employer long-term, drastically cutting turnover costs and retaining invaluable talent. Beyond retention, trust ignites collaboration. When your team trusts each other and you, they share ideas freely, seek help without hesitation, and work cohesively towards shared goals. This isn't just about being "nice"; it leads to more innovative solutions, superior problem-solving, and a cohesive, high-performing workforce. Google's own Project Aristotle, a deep dive into team effectiveness, concluded that high-performing teams are simply impossible without trust. It is the very bedrock for open communication and innovation. A high-trust environment also minimizes micromanagement, granting employees the autonomy and confidence to make decisions and focus on meaningful work, boosting productivity and efficiency. And the ripple effect extends outward: employees who feel trusted and respected internally are far more likely to deliver exceptional customer service, enhancing brand loyalty and driving business growth. So, if trust is so powerful, why do so many leaders struggle with it? The Three Non-Negotiable Pillars: Where Leaders Often Stumble Research has identified three fundamental pillars of trustworthiness: Ability, Integrity, and Benevolence . Here's the critical, often misunderstood, part: trustworthiness is a product of these three, not a sum. This means if you score a zero in any one of these areas, your overall trustworthiness plummets to zero, regardless of how stellar you are in the others. Let that sink in. You can be a brilliant strategist (high Ability), but if your team perceives you as dishonest (zero Integrity), your trust account is empty. You can be the most ethical person in the room (high Integrity), but if you consistently fail to deliver on promises (zero Ability), trust evaporates. And perhaps the most insidious blind spot for many leaders: you can be competent and honest, but if you lack genuine care and kindness for your team (zero Benevolence), you will not be trusted. Let's break them down: Ability: This is your professional competence – your skills, knowledge, and, most importantly, your consistent delivery on promises. As one CEO put it, "Trustworthiness is about doing what it says on the tin". If you say you'll do something, do it. Period. Integrity: This is "walking the talk." It's about being reliable in your behaviors, consistently upholding your values, and demonstrating honesty, openness, and fairness. Even a minor ethical slip from years ago can permanently damage a leader's perceived integrity. Benevolence: This is the genuine concern for the well-being of others – care, generosity, and kindness. The most potent destroyer of trust is the perception that you're acting solely in your own self-interest. Leaders who publicly humiliate or criticize team members, even if they are otherwise capable, will struggle to build trust due to a glaring lack of benevolence. It’s time to "re-humanize the workplace". The Blueprint for Building Unshakeable Trust Building trust is a deliberate, ongoing process. It requires conscious effort and consistent action. Here's how leaders who truly get it cultivate high-trust environments: Be Authentically Transparent and Accountable: Authenticity is the very foundation of trust. Be open about your intentions, share insights into decision-making, and, crucially, admit your mistakes. When you own your fallibilities, you create a psychologically safe environment where others feel safe to do the same. This vulnerability, counter-intuitively, builds immense trust. Practice Radical Empathy and Active Listening: Empathetic leaders genuinely value their employees' needs and desires. Respect is the "cornerstone of trust". This means not just hearing, but actively listening – giving full attention, asking clarifying questions, paraphrasing to confirm understanding, and empathizing with their feelings. It signals genuine value for their input and builds a deeper connection. Be a Beacon of Consistency and Reliability: Consistency is paramount, especially when paired with empathy. Your actions must consistently match your words. Reliability is, in fact, the top trust-building factor identified by business leaders, with 90% considering it important. When your team knows what to expect from you, uncertainty diminishes, and trust flourishes. Cultivate Mindfulness and Self-Awareness: This isn't just a wellness trend; it's a leadership imperative. Mindfulness enhances your cognitive capacity, flexibility, and ability to "re-perceive" situations objectively. It improves self-awareness and self-regulation, ensuring your actions align with your values, not just automatic reactions. A mindful leader is better equipped to exhibit all the behaviors necessary for building trust. Champion Fairness and Resolve Conflict: Leaders who fairly distribute rewards, maintain transparency, and enforce unbiased policies build trust. Addressing fears and resolving conflicts quickly and fairly strengthens team trust, enhancing collaboration and engagement. The Silent Sabotage: How Leaders Accidentally Destroy Trust Now for the uncomfortable part. Many leaders, often with good intentions, inadvertently erode trust through subtle behaviors that chip away at the foundation. These aren't always malicious acts, but rather blind spots that have devastating consequences: Inconsistent Actions and Unkept Commitments: You say one thing but do another. You make promises, even small ones, and fail to follow through. This gap between words and deeds is a trust killer, making teams feel unheard and disengaged. Lack of Transparency and Disengagement: You sideline key stakeholders in decisions, offer inconsistent messaging, or simply become physically or emotionally unavailable. This signals a profound lack of investment and erodes confidence, often without you even realizing the impact. Micromanagement and Disrespect for Time: You constantly hover, dictate every detail, or retract delegated tasks. This screams, "I don't trust you to do your job," leading to a reciprocal loss of trust. Similarly, frequent reschedules, unreturned messages, or unnecessary meetings signal that your team's time isn't valued, breeding resentment. Unethical Behavior and Compromising Values: Even a seemingly minor ethical lapse can permanently damage your integrity. When you compromise the organization's core values, your team notices, and their trust in your leadership crumbles. Ignoring Performance Issues: When a team member isn't pulling their weight or is negatively impacting the team, and you "look the other way," it demoralizes everyone else. It signals a lack of fairness and accountability, eroding trust in your leadership. Displaying Superiority or Losing Composure: Acting superior, undervaluing team perspectives, or losing your temper in communications makes employees feel disrespected and unheard. The "One-Size-Fits-All" Fallacy: Applying a uniform leadership style to diverse, multicultural teams can be perceived as autocratic and lead to a significant loss of trust, as it ignores crucial cultural nuances. Expecting Others to Earn Your Trust Without Reciprocating: You demand trust from your team, but you don't extend it first. Healthy relationships, including professional ones, are never one-sided. The Passive "My Door Is Always Open": Simply saying "my door is always open" is not enough. If you don't actively seek input, schedule check-ins, and create safe spaces for dialogue, many voices will remain unheard, and trust will not grow. The Devastating Fallout: What Happens When Trust Dies The consequences of low trust are not theoretical; they are devastatingly real: Disengagement and High Turnover: Energy and enthusiasm drain away. Individuals feel undervalued, leading to high turnover rates, decreased productivity, and widespread dissatisfaction. Friction and Unresolved Conflict: Without trust, conflicts escalate. Teams avoid addressing issues, engage in "polite nodding" without genuine agreement, or resort to passive-aggressive behaviors and gossip, creating a toxic atmosphere. Stifled Innovation: The fear of rejection or ridicule suppresses creativity. Teams hesitate to propose new ideas or challenge the status quo, leaving the organization stagnant and vulnerable to competitors. Lack of Feedback and Misunderstandings: Team members are reluctant to give or seek feedback, fearing judgment or repercussions. This means valuable insights go unshared, and opportunities for growth are missed. Negative assumptions about intentions lead to strained relationships and a focus on self-protection over collaboration. Low Confidence and Indecision: Individuals second-guess their abilities, doubt decisions, and hesitate to take risks, further stifling creativity and progress. Your Call to Action: Reclaim Your Superpower Trust is not built overnight, nor is it maintained passively. It requires consistent, deliberate effort. If trust has been eroded, it can be rebuilt, but it demands honesty, humility, and sustained action. Acknowledge your missteps, own them, and commit to consistent behaviors that prove your reliability over time. Re-engage with your team, prioritize benevolence, and shift from demanding trust to actively earning it. In today's complex and rapidly changing world, trust is not just a competitive advantage; it's a prerequisite for survival. Leaders who master the art and science of building and sustaining trust will not only foster more engaged, innovative, and productive teams but will also forge a legacy of true, impactful leadership. Are you ready to unlock your ultimate leadership superpower? The choice, and the action, is yours.
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