The Productivity Commission’s recent 5-year Productivity Enquiry report, “Advancing Prosperity”, raised some serious concerns about the leadership, management and technology skills of Australian executives.

The report highlighted that Australian Managers lag the pack through a systemic and sustained underinvestment in management capability, with Australia’s management capability score signficantly behind that of other OECD countries and labour productivity growth at 60 year lows (see charts below).  The Commission warned that this lack of management capability can have a negative impact on the nation’s innovation and productivity, and it’s a problem that businesses need to address.

Source: Productivity Commission

The Solution: Invest in Building Leadership and Management Capability

At Checkside, we understand the importance of developing strong management and leadership capabilities. We’ve been helping business owners and executives to tackle their growth challenges for over two decades, and a key part of this process is ensuring that they have the right skills and knowledge to succeed.

Accessing and retaining talent is becoming increasingly difficult, so it’s essential that businesses invest in developing their own capability. Without the right management and leadership skills, businesses struggle to build a strong employee value proposition, retain valuable employees, and ensure that their workforce is as effective and efficient as possible.

To help businesses achieve this, Checkside offers a range of leadership development solutions incljuding our latest offerign called Leadership Accelerator. We provide a range of training courses, programs and workshops to help business owners and executives become better leaders and managers. Our experienced team of experts have a wealth of experience in developing management capability within businesses, and they understand the importance of investing in management and leadership capability to ensure their long-term success.

We also provide one-on-one advice and guidance to help business owners and executives identify and implement solutions to the unique challenges they face.

If you would like to learn more about our leadership development solutions, please don’t hesitate to get in touch (click here). We would be delighted to discuss how we can help your business to become more productive and innovative. With our expertise and guidance, we can help you develop the right management capabilities to ensure your long-term success.

1: Reference: Productivity Commission Report “Advancing Prosperity” 

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One of the common and very human reactions for some of these business owners is a sense of responsibility or guilt that goes with doing very well whilst others are suffering around them. This empathy for the community is admirable and most are offering help in some shape or form to those less fortunate, which is great to see and I am sure it will continue. However, the often-repeated Winston Churchill quote ‘never let a good crisis go to waste’ needs to also ring true if you are a business doing well through Covid-19, particularly when you have the financial means to invest for the future.

So what should you be doing to take advantage of your situation and set your business up for ongoing high-performance?

1. Review the way you manage the performance and expectations of your people. Your employees will all know people who are struggling and should understand how lucky they are to be with a business that is going well. Use this time to talk to your people more about what is going on in the world and the short-term objectives and KPIs that you need to work towards together to strive. In other words – explain why you are continuing to succeed whilst others are struggling, what part each employee needs to play and increase the cadence with which you do this. If you don’t already have a disciplined operating system in place to drive accountability and focus on key numbers, now is the time to do it.

2. Review your structure and executive talent pool. We are not saying be ruthless with your team here, but the reality is that there are many businesses that won’t make it through the next year and more talented executives looking for smart and relatively stable companies to work with, often at discounted fixed remuneration packages. Do you really have the right structure and people to take your business through your next stage of growth? Now’s the best time to ask yourself this question.

3. Invest in income producing assets whilst they are at discounted prices. Sounds rather obvious, but reality is that most of the world is ‘on sale’ at the moment, plus the government is providing incentives for investing, so putting decisions on hold now might be something you regret in the future.

Each of these strategies relates to improving strategy execution, which remains one of the major challenges facing business in any environment. At the end of the day, the best performing companies in any sector all share the following traits:

• A clear strategy and aligned structure
• The right talent in the right roles
• A high performance operating system to drive improvement and accountability
• Leaders developing at the pace of change
• Succession plans to underpin continuity

So if you are lucky enough to be in a position to invest in your business now, don’t hesitate to make your move. It might be the best opportunity you ever have.

If you’d like to discuss your next move with one of our experts, via phone or obligation free video chat, then please contact us here.

The post The 3 Things you should do now if your business is going well through Covid-19 appeared first on Checkside.

This article summarises the principles that the highest accountability companies are using to not just survive the COVID-19 pandemic, but also be ready to rebound strongly on the other side:

1. Talk to your customers

Call them every week. Ask them where the need help. Add value. Use your conversations as a source of market intelligence.

2. Use your Purpose as a north star

A clear purpose acts as a north star – enabling decisions to be made within a shared context. This is especially important when dealing with unusual dilemmas that your company may not have faced before. A clear purpose also provides leaders with a consistent ‘anchor point’ to use when communicating key messages, telling stories and celebrating successes.

3. Be guided by core values

The COVID-19 pandemic is the moment of truth for your core values. Strong cultures, where core values are ‘lived’, allow teams to stay together in the face of a challenge (whilst others start to blame, criticise and fall apart).

4. Treat cash as king

Make your cash flow position and cash flow principles a key part of your discussions with leaders. In many companies revenue has been impacted, imposing cash flow constraints. Cash flow should be a weekly, if not daily, KPI. If you experience a negative cash flow, you may consider using the date that your company hits a cash crisis point as a KPI. Every action may impact that date, making it earlier or later – and create a sense of urgency.

5. Focus on a few important KPIs and Objectives

Most of our clients are just about to execute their quarterly planning and set corresponding KPIs and Objectives. There is no time for lag indicators in times of crisis. Companies can identify and use meaningful lead indicators will be best placed to respond to this a fluid and fast changing situation. We recommend fast changing KPIs to create as fast a feedback loop as possible. Suggested KPIs include cash flow, contacts with customers, employee feedback and confidence of the leadership team. Keep an opportunities board where you can ‘file’ great ideas for execution post-pandemic.

6. Shorten your execution periods to remain agile

Most of our clients run on a quarterly or tri-annual operating cycle over the course of the financial year. This may need to change to suit these unprecedented times. Practically, this may mean dropping now-redundant KPIs and Objectives and defining new short-term KPIs and Objectives. We’re seeing companies temporarily change their operating cycle down to one or two months (instead of a quarter) and ramping up meeting frequency to suit.

7. Your operating rhythm is more important than ever

During a crisis it doesn’t take much to lose your discipline – and along with that, your operating rhythm. Don’t be that company. Don’t skip meetings. Don’t lose your shape. If working remote, adapt your agendas, timing, duration and meeting frequency to suit your platform. If you’re not already doing so, consider adding a short daily huddle. If you’re already doing a daily huddle, consider a second daily huddle at the end of the day to bookend the day.

Maintaining your High Performance Operating System during this period

The COVID-19 pandemic has intensified on a daily and even hourly basis – calling for an unprecedented combination of focus and agility from leaders.

Being disciplined enough to stick to these principles and a high-cadence communication and operating system during the COVID-19 pandemic will ensure that your company stays focused on the KPIs and Objectives that are most important for both short and long term success – whilst enabling your leadership team to remain agile and responsive to the many challenges and opportunities that these unusual times will present.

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Further to our initial blog on 4 March 2020, ‘Here’s how to ensure your company can deliver High Performance despite the Coronavirus’, we have developed an internal policy and guidance encouraging our team to work from home / remotely to the extent this is feasible. At this stage, this is a temporary measure and we will monitor its applicability as the landscape evolves further.

Our actions have been driven by the following factors:

• Protecting the health and well-being of our employees, contractors and clients by minimising face-to-face interaction whilst the pandemic is rapidly unfolding
• Providing clear guidance and leadership to our employees and contractors
• Pro-actively doing our bit to ensure we encourage social distancing to help flatten the curve of how quickly the COVID-19 virus spreads

In terms of our services, we are very well placed to manage this change given the way we already work and the technology stack we currently utilise. This includes cloud based systems and ‘virtual’ capabilities, including videoconferencing and teleconferencing tools, so we remain easily accessible.

We realise this is a challenging period for many companies, business owners and CEOs. It is often difficult to know what to do in times like this and we are happy to help and share our IP with anyone that might be seeking some guidance.

We also readily acknowledge that every business is different and our approach may not be adoptable by everyone, but if you are interested in seeing the policy we have developed and how we have deployed it, please contact us.

Now more than ever it is critical that you and your leaders have a high performance operating system in place that allows you to focus on hitting your KPIs and executing on your objectives whilst also allowing you to respond appropriately to issues as they arise.

If you have any queries or we can help you in any way, we are only a phone call away.

The post How we are dealing with the unfolding COVID-19 pandemic appeared first on Checkside.

However, there is a lot more to it than just that.

To truly succeed in any business, a work environment must be established that is conducive to driving high performance, not just having a ‘good culture’.  Dan Collins (multiple Olympic K-2 Kayak medallist and world champion) has a mantra that the underlying basis for winning is to ensure that the dominant currency in any workplace is performance.  We would agree.

Whilst employee engagement remains important, the critical factor for getting the most out of your people and your business has to be a performance mindset, underpinned by open and honest conversations and the notion of personal responsibility and accountability.  The bottom line is that to maximise the potential of any business you need performance to be embedded into the fabric of the organisation – from the upper levels of any senior leadership group through to the broader team and support networks.

So how do you ensure that performance becomes the primary currency in your workplace and gets embedded across your entire business?

Welcome to our High Performance Framework…… you can download it here.

Our High Performance Framework has been developed for growing organisations to use as a blueprint for ensuring performance is established as core to the business culture and guides the structures, tools and processes needed to drive businesses through their next stage of growth.

Based on research by Boston Consulting, McKinsey & Co and other tier one consulting firms, the framework creates a common and performance-based language that enables all leaders and their teams to get on the same page faster and develop their skills together.

How does the High Performance Framework work?

Central to the framework is the core foundation of a well-defined HR Strategy, which includes having the right organisational structures in place, together with a well-constructed workforce plan.  This HR Strategy should be intrinsically linked to the Corporate Strategy and reviewed regularly to ensure you maximise the chance of achieving the strategic imperatives set by the board and/or owners.

Wrapped around the central HR Strategy is a critical set of 3 Leadership Drivers.  These include:

• Executive Recruitment to ensure you have A-Grade executive leadership capability to lead and drive your teams. McKinsey research has found that ‘A-Grade’ Leaders are up to 800% more productive than their less capable peers – a huge differential in any language.
• Leadership Development to ensure your leaders are constantly being developed and provided with a consistent tool-kit and language with which to lead teams effectively
• Succession Planning to ensure you either have the internal talent identified within the business to assume future leadership roles (and provide contingency), or understand the gaps you need to fill as you grow the business – which may involve sourcing new talent to deliver the necessary skills and capability.

Finally, we have a set of Performance Drivers that provide the remaining systems, structures, processes and tools for leaders to leverage and apply across the business:

• Employer Branding to crystalise your employer value proposition and attract A-Grade talent. Your employer brand has a large and direct impact on your ability to recruit the talent you need.
• Remuneration & Incentives to ensure clarity exists around remuneration approach and incentive plans are in place to drive and reward performance
• Performance Management to develop KPIs, scorecards, meeting rhythms and feedback systems to help manage and drive performance-based communication and accountability on a daily basis.
• Culture which is established through clear values, standards and habits, all aligned to your corporate purpose and performance mindset.
• Leveraging Technology to select the right HR systems and technology stacks to optimise efficiency is your business
• Managing Risk by developing contingency plans and ensuring compliance with relevant employment and OHS laws

The important thing to note is that all of these drivers are interlinked and connected, and centre on having a sound HR Strategy at the core.  You can (and no doubt will) address issues associated with any one driver at any given time, but to get the most out of your team and maximise your business potential, you need to prioritise and build out all elements of the framework over time.

What effect can a HR Strategy have on my bottom line?

The pay-off is big, with Boston Consulting Group research showing significant impacts as outlined in the table below:

So, if you’re looking to outperform your competition, take a closer look into our High Performance Framework to help you get there.

The post How the performance of your people can drive your business success appeared first on Checkside.

Imagine Qantas has purchased a brand new 787-9 Dreamliner from Boeing to service their new Perth-London route. They’ve taken delivery of the plane…but then let it sit in a hangar for a month because they didn’t have a suitably qualified pilot.

What would the cost be to the airline?

Rather than leave this hang as a rhetorical question, we turned to Google:

• Carrying capacity of the 787-9 Dreamliner is 236 passengers
• Assuming they’re booked a month-out, economy ticket currently goes for $1,168 (166 seats), Premium Economy $3,349 (28 seats) and Business $9,348 (42 seats)
• Civil Aviation Authority data from June 2018 shows that average passenger load was 83.7%
• Qantas is operating a daily flight in each direction
• Estimated operating costs are $27,500 an hour
• Estimated journey time is 17 hours 20 minutes

Based on a 30 day month, some back of the envelope math suggests:

• Estimated Revenue of $34.2 Million
• Estimated Operating Costs of $28.6 Million
• Estimated Gross Profit of $5.6 Million

In this simplistic example, not having a suitably qualified pilot for this route would cost Qantas $5.6 Million dollars per month.

So it’s not surprising that the cost of a vacant leadership position may also cost growth businesses into the millions of dollars per week.

Consider also the reality that the duration of many vacancies often exceeds 100 days, and you are talking about some serious financial impacts.

So, what can you do to minimise the impacts of a vacant leadership position?

There are three key levers companies can pull to minimise the impact of a vacant leadership position:

• Attraction
• Time to fill, and
• Retention

And the research suggests that it’s not all about the money…

Attraction

Your employer brand is defined by the public image of your company and how you’re viewed as an employer by former, current and prospective employees. In today’s increasingly competitive and candidate-centric job market, it’s absolutely essential for companies to cultivate a positive employer brand to attract A-Grade talent.

Companies with strong employer brands on average receive 50% more qualified candidates per vacancy – including ‘passive’ candidates who would otherwise be content to stay with their current job. This means less time wasted on unsuitable candidates and fewer hiring mistakes. 86% of peoplewould not apply for, or continue to work for, a company that has a bad reputation with former employees, or the general public.

Additionally, companies with a strong employer brand are able to reduce the compensation premium required to attract new candidates. Companies with strong employer brands are able to spend 10% less on base pay compared to companies with poor employer brands.

Time to fill a position

By investing in employer branding to aid attraction, you’ll be able to attract more A-Grade talent.

Think about it from a sales perspective: warm leads convert at a much higher rate than cold calls, right? Well, it’s the same for recruiting!

Companies that can attract more talent are able to hire that talent faster because they spend less time searching and selling – and more time closing candidates.

Companies that invest in employer branding are up to twice as fast as the rest of the pack when it comes to filling vacancies.

It is also important for companies to consider their executive recruitment processes to ensure that all stages are adding value (as opposed to unnecessary complexity) and being completed as efficiently as possible.

Retention

More engaged staff means increased productivity, higher company morale and lower employee turnover. Lower employee turnover means a reduction in vacancies.

Employee retention is about promoting employee engagement. It’s largely a combination of respectful treatment, fair compensation, a sense of mutual trust, job security, alignment with purpose and values and how often an individual can use their unique skills to deliver high-performance. Accountability for the majority of these items sits with the direct manager. As such, managers should make it a habit to connect with staff on a regular basis (we’re big fans of the weekly 1:1 for this reason).

Companies should ensure managers have a system for having regular conversations regarding company, team and individual objectives – and to celebrate wins.

Companies should encourage a healthy work-life balance. Unhappy employees are less productive, and more likely to result in turnover. Be proactive about asking employees what they need, and remain vigilant about looking for the signs of employee burnout.

In summary

If you ignore employer branding, you’re basically refusing to acknowledge that your company’s reputation is an important factor in attracting and retaining A-Grade talent.

You, therefore, risk losing top talent to your competitors, not being able to retain your best assets and spending far too much on recruitment and people generally.

Employer branding is statistically proven to make a real difference in how your company attracts talent. If you haven’t given employer branding a thought, then you’re already way behind the pack.

So where to from here?

Creating a unique employer brand does not have to be costly, but this does have to be done in such a way that will separate your company from the competition in the highly competitive labour market.

We recommend starting with this question: “How is our company different from the competition in a way that matters to (prospective) employees?”

Employer branding is a long-term investment: a marathon, not a sprint. It is crucial to keep in mind that your company’s employer brand cannot be created or changed overnight. It takes time to develop and evolve in order to project an authentic brand.

It is, however, important to reducing the occurrence – and cost – of vacancies.

The post How to minimise the impact of a vacant leadership position appeared first on Checkside.

To successfully achieve your strategy as a fast growth company you need to have the right structure, the right people, the right systems and a great culture in place.

As companies grow, they typically pass through a predictable set of stages which are directly related to number of people employed. Each stage has its own set of challenges when it comes to scaling your management and leadership team.

Optimising your management and leadership team to meet the challenges of your company’s stage of growth is critically important – and this requires you to reinvent your leadership teams as your company scales.

If your leadership teams don’t scale in lock step with its revenues and/or your customer base, things can quickly spiral out of control.

The people who are adept at launching a company aren’t necessarily going to be the right people to scale it. Each major stage of growth represents a step change in the level of management and executive talent required.

So who do you need on your leadership team… and when?

Reid Hoffman and Chris Yeh provide an analogy that illuminates this scenario well in their latest book Blitzscaling: The lightning fast path to building massively valuable companies.

Here it is:

The marines take the beach. The army brings order. And the police enforce the laws.

So what does your current – and next – stage of business require?

Are you a start up or scale up in need of marines? The resourceful generalists who can bootstrap, work with ambiguity, solve tough problems and get things done?

Or, is your company in the professionalise stage and in need of army officers? The engineers of structure and process to set in place necessary infrastructure?

Or, is your company in the enterprise stage and in need of police? The specialists with deep functional knowledge that can maintain order and progress at scale?

The team that successfully launches a company isn’t necessarily going to be the right one to scale it. The team that helps you scale up isn’t necessarily going to be the right one to run it at scale. And the team that keeps order and control at scale aren’t necessarily going to be the ones to help you transition to the next ‘curve’.

(Side note: if you haven’t listened to Charles Handy narrating his audiobook The Second Curve: Thoughts on Reinventing Society, you seriously need to give it a listen.)

Final thoughts

In summary, each major stage of business growth represents a new challenge. Very few individual contributors can scale to managers and then to executives at the same pace that a moderate to fast growth company requires. It might’ve worked that way in the Industrial Age – but today’s fast changing business environment is a whole new ball game.

Don’t let an executive team that can’t scale at the same pace as your business hold you back.

The post If your executive team can’t scale, neither will your business! appeared first on Checkside.

Are you looking to hire a new executive? Too many businesses fail to nail the scoping process or rush the selection phase and then can’t get the top talent.

In our latest video, we examine the failings of the typical process for executive recruitment and discuss how using the A-Grade recruitment process attracts high performing executives.

The A-Grade recruitment process involves compiling an accurate Performance Profile, a detailed Information Memorandum, using a scientific Selection Process and an efficient Onboarding Program. Find out more by watching the video.

The post The A-Grade recruitment process vs the typical recruitment process appeared first on Checkside.

Depending on their work history, for most leaders, HR has always been positioned as a support function to them – ‘the people who take care of the HR and recruitment stuff that managers don’t like’. And because it’s seen as a cost centre, business owners, directors and CEOs often under-invest in HR resourcing (and get what they pay for).

And HR people often exacerbate the problem by either blindly doing what they are told to do, or not clearly explaining and connecting their initiatives to financial impacts for the business.

All this creates a vicious circle because inevitably business performance has everything to do with people – and that’s where the finger-pointing starts in the first place.

So what’s the solution?

For HR people

Financial KPIs form the ultimate scorecard for any business, so you have to connect your initiatives to the business numbers. Understanding P&L’s, balance sheets, budgets, financial modelling, funding alternatives, cash flow impacts and key ratios are all critical to HR professionals having more meaningful conversations with Managers and executive teams.

More than that, HR people need to be able to connect employees with key financial drivers to be able to focus and drive their performance in line with business objectives. Put simply, to be a valued business partner you have to learn, absorb and communicate in financial terms.

For managers

Don’t step over the importance of recruiting, onboarding and retaining great people. At the end of the day, your responsibility is to build teams of A-Grade people who can deliver high performance. Research shows that A-Grade people are 400%¹ to 800%² more productive than average performers. Work with your HR team or advisers to give them the chance to understand your business drivers to help you attract, develop and retain the people you need.

For business owners and CEOs

A business strategy will go nowhere fast if you don’t have a sound resourcing strategy to back it up. Nothing will make or break a business like A-grade people.

To quote Steve Jobs:

“The only viable strategy is to recruit good people, develop them, and retain as many of the stars as you can….”

Final thought

Growth businesses need to outsmart their competition with better recruitment and HR strategies and identify the best people to help them do this (those that actually have the capability to understand the numbers). Investing in the wrong HR people will only frustrate your managers, which brings its own problems.

¹Herman Aguinis and Ernest O’Boyle Jr., “The best and the rest: Revisiting the norm of normality in individual performance,” Personal Psychology, Volume 65, Issue 1, Spring 2012, pp. 79–119, onlinelibrary.wiley.com.

²McKinsey Global Survey: War for talent, refreshed 2012.

The post Why managers & HR don’t work well together (and what to do about it) appeared first on Checkside.

To quote Jim Collins of ‘Good to Great’ fame, “the single biggest constraint on the success of any organization is the ability to get and to hang on to enough of the right people.”

And too often for emerging businesses there comes a day when you wake up to find that the team that ‘got you here’ isn’t the one to ‘get you there’. It can be an uncomfortable realisation.

Employees who were once central to the team’s success are now out of their depth. A new strategic horizon beckons – one which is insurmountable without additional strategic insight, leadership capability, functional expertise, processes, discipline and structure.

And in our game, we’ve seen these transitions on multiple occasions. In fact, it’s often the reason we are called in to help companies in the first place, where the recognition of this situation occurs too late.

There’s a common misconception that it’s better to have someone doing an ok job (or even worse – a terrible job!) than to have no-one doing the job at all. In almost all cases this is simply not the case. An underperforming employee is a cancer in your company, at any level. You owe it to yourself, shareholders and the rest of the team to have high performers in all key roles.

Here are the warning signs that may suggest it is about time to replace a key executive:

1. Fires burning everywhere

When an executive is out of their depth, things catch fire. Reports are late, objectives are missed. Work hours might go up, but the important stuff doesn’t seem to get done. Excuses abound. Whilst the speed of change in most scale-ups can lead to the occasional spot-fire – it’s the fires that spark from an inability to take risks, roll with the punches and an unwillingness to be open to new ideas that can really hurt your business.

2. Chaos and conflict

Confidence and teamwork gives way to chaos and conflict. The more ‘drama’ an executive contributes to the workplace, the clearer the message that he or she may no longer be a fit.

In fact, if you find yourself talking or thinking about the poor performance of one of your team members for more than 10 minutes a day… it’s a sure sign it’s time for them to go.

3. Poor powers of prediction

Despite the fact that there are fires burning left, right and centre, your executive can’t put their finger on exactly why that might be, what they are going to do to fix it and when they anticipate a resolution. Many of the excuses they offer up point to the failings of others (but rarely back at themselves). Typically executives in this position have a hard time taking blame or ownership for the situation – and will rarely admit to having made a mistake.

4. Team engagement and turnover

Often direct reports or colleagues will see the signs before business owners or leaders. A lack of employee engagement and/or higher than usual team turnover may indicate you have a problem. A lack of capability – either leadership capability of relevant functional capability – will suck the life, energy and motivation straight out of team members… if not have them jumping the fence to join the competition.

5. From best self to shadow

The shift is noticeable: your star performer has gone from ‘in the zone’ – to reacting to triggers left, right and centre. The smallest perceived slight will set them off. They’re not their ‘usual selves’ and find it difficult to bounce back from setbacks. You get a sense that they would almost be ‘relieved’ if you were to relieve them of their post (if their ego would let them be).

So, what can you do?

Whilst in the steady-state organisations of old, these employees could be shuffled into a more suitable role in another department (read: moving the problem elsewhere), in a fast growing company you don’t have that luxury.

By the time you start to see the warning signs listed above, any chances at ‘developing them’ is likely to be ‘too little, too late’. You are experiencing the impact of underinvestment in years gone by to keep them ‘ahead of the curve’. It’s usually time for an honest conversation to discuss the changes that the company is going through in its journey as a scale-up, clearly articulating your company’s objectives and what you need from the role.

This is a conversation that Netflix is known for having with its team members (at all levels) on a regular basis. In the “Culture” section on its website, Netflix states that it keeps “only our highly effective people.” The site goes on to say: “succeeding on a dream team is about being effective, not about working hard. Sustained ‘B’ performance, despite an ‘A’ for effort, gets a respectful generous severance package.”

In the majority of situations that we have observed, executives who are genuinely out of their depth are actually relieved to have these conversations. The stress of not performing (especially for those who have been high performers in the past) can be quite significant.

And how do you proactively tackle these issues so that you don’t have to repeatedly deliver the ‘Netflix’ conversation every 3 years?

1. Get crystal-clear on your company’s strategic objectives for the next financial year and the coming quarter.
2. Build a workforce plan that contains key objectives for each function and conduct an honest assessment of what your company needs to do to achieve those key objectives. Take individual executives’ names out of the equation, so that you can create a plan of the necessary functions at your company, not the people filling those seats.
3. Conduct a gap analysis and develop a clear picture of the leadership team you need, versus the one you have — and then start filling those gaps.

Following this simple process on a regular basis will ensure that the team you’ve got is the one to ‘get you there’.

The post 5 signs that it’s time to fire an executive appeared first on Checkside.