First Who, Then What
The chapter “First Who, Then What” from Good to Great focuses on the importance of hiring the right people before developing a business strategy. Jim Collins, the author, argues that companies that prioritize hiring the right people, and then focus on getting them into the right roles, are more likely to achieve long-term success. This concept is particularly important in a rapidly changing business environment, where strategies need to be flexible and adaptable.
This concept of hiring the right people is very important. When making hiring decisions, it can be tempting to settle because of the pressing need to get the work done. We also tend to default to hiring someone with the same skills as the prior person. This gets the work done in the short term but can create challenges later on. Instead, consider what skills are needed now and what we’ll need in the future. Think about hiring for potential, recognizing that not everyone has had the same opportunities to build needed skill sets. This type of focus helps us build and develop more diverse teams. Looking for those people with the most potential includes a broader pool than just focusing on current skills and can help us build more diverse teams.
The chapter also emphasizes the importance of creating a culture of discipline that supports long-term success. Great companies ensure that their employees are disciplined and accountable for their actions. In this context, discipline means that employees align their activities with the company’s goals and values—and hold themselves, and their colleagues, to high standards of performance.
Confront the Brutal Truth, But Never Lose Faith
Great companies are able to confront the harsh realities of their situation while also maintaining an unwavering belief in their ability to succeed. This approach requires a combination of realism and optimism that allows companies to make tough decisions while also remaining a commitment to their long-term goals.
There are three principles that great companies follow to confront brutal truths without losing faith. First, they create a culture of openness and honesty that encourages employees to speak candidly about problems and challenges. Second, they have a clear understanding of their strengths and weaknesses, and they work to build on their strengths while addressing their weaknesses. Third, great companies are committed to continuous improvement and are willing to make difficult decisions to achieve their goals.
This concept easily translates to our teams. We need to actively seek feedback and really listen to that feedback. We also must rely on data as much as possible. The data doesn’t lie, but we can lie to ourselves about what the data means. As a culture of continuous improvement, we recognize we are not as good as we want and that brutal truth isn’t bad. It is only bad if we are satisfied.
When we commit ourselves to being great, we not only have to work hard, but also need to make hard and sometimes uncomfortable decisions. Being great means hearing when you’re not great. It can be uncomfortable, but greatness doesn’t just happen. Being great is not easy. If it was, everyone would be great!