Craig Groeschel

If you recognize someone's in the wrong seat, the first instinct is usually move the person, move the person, move the person immediately.

And you may not have an organization big enough to move people around at this point.

And so I would suggest before you move the person, consider redesigning the seat.

If you've got the right person with the wrong seat, maybe you can redesign the seat to help that person be more successful.

It's not always possible and not always wise, but you wanna ask the question, would a different mix of responsibilities from this seat unlock their strength?

Let me ask it again.

Would a different mix of responsibilities, maybe more clarity, maybe more focus, maybe more direction, would a different mix of responsibilities from this seat unlock their strengths?

So before you move them, can you redesign the seat?

And you would consider three things.

Adjust responsibilities, add support, remove friction.

Adjust responsibilities.

You might narrow the focus, or you might be more clear on the outcome, or you might say, this is what you have to do by a certain period of time.

You're going to adjust the responsibilities.

Then you may add support.

They may, if they had an assistant, that might be a big difference that they had.

a different piece of software might be helpful.

Ask yourself, can I add something that helps them be more effective?

Three is remove friction.

There might be some policy that's slowing things down.

There might be some complication that you don't know about that's really prohibiting them from being successful.