The Federal Credit Union May-June 2014 - (Page 36)
Why You Hire Employees
Who Are Weaker Than You
By Barry Moltz
t first glance, you think this is
utter nonsense. You tell yourself
that you are always looking for
the best people. But you are
sometimes afraid of anyone knowing more
than you. You like being the only expert.
Ironically, it's not enough just to be the
boss. You want to know more than anyone
else about everything so you can have daily
control. This applies to knowledge about
your industry, customers and all the inner
workings of your credit union. As a result,
you hire only weaker "B" players who will
be happy to work in supporting roles.
Predictably, your "B" employees hire "C"
players, mimicking your hiring pattern.
You wonder why your organization starts
to crumble from the top down. You have
failed to achieve exactly what you need to
grow a business: leverage. You are unable
to use other people's skills because they
are so weak. As a manager, you still can't
confidently delegate any of the important
organizational decisions. In fact, you need
to keep track of every major endeavor so it
remains on track.
You are the center of the universe
You continue to use a hub-and-spoke organization where the all-important decisions
must come through you. While the official
organizational chart is hierarchical, the
only real power center is you. Your employees constantly lining up in front of your
office to ask your opinion on even the most
basic business issues demonstrate this. In
fact, they look to you in all decisions so
they do not have to take responsibility.
With you making decisions for them, they
don't have to make their own - they know
that somewhere along the way you will
You can't be everywhere - and unless
you hire strong 'A' players, success
will not follow.
jump in and do their job. It makes you feel
important, but it keeps you incredibly busy,
with little time to accomplish your own
tasks. This keeps your credit union stuck.
To get unstuck, hire employees
who are better than you
This is how you need to change your hiring
mindset. Get team members who have
complementary skills in areas where you
are weak or disinterested. For example,
if you love dealing with customers, find
a leader who can do all the back office
management. Ultimately, you need to find
joy - and relief - that there are people in
your organization who can do a job better
than you. Remember, this is what you are
paying for as an employer. It is a tough
realization for any manager to finally discover that she can no longer do every job
in the organization. Get people who will
challenge your point of view, if that's what
it takes, to find an ideal business solution.
Until you hire people better than you, the
organization will never have the ideas and
energy to expand the way it needs to in
order to be successful.
Let other people be the hub
Implement a hierarchical decisionmaking process so actions can move forward without you. Your ability to get things
done in a larger organization relies on
hiring managers who are more skilled than
you. As a leader, this is the only way to get
the leverage you need to succeed. Letting
go of total control is probably one of the
most difficult transitions a manager needs
to make. Truly successful leverage and
growth in an organization happen when
the top leader is able to grow the confidence to trust other managers. Ultimately,
as your business expands, you can't be
everywhere - and unless you hire strong
"A" players, success will not follow.
Practice the two-step
Letting go of all tasks at once is not the
solution. Going from total control to no
control can send panic through the team.
Instead, start the process by giving one
strategic task at a time to your best person
to complete. Help set the goal, how it will
be achieved, what success will look like and
its deadline for completion. Monitor the
ongoing results. When this is successful,
delegate more tasks to the same person,
but this time have him determine how
they will be achieved. As things progress,
include other employees in a similar twostep process. Retain a meticulous process
of review. Remember: People respect what
Barry Moltz gets small businesses unstuck.
His new book is How to Get Unstuck: 25
Ways to Get Your Business Growing Again.
Moltz can be found at www.barrymoltz.com.
THE FEDERAL CREDIT UNION MAY-JUNE 2014
Table of Contents for the Digital Edition of The Federal Credit Union May-June 2014
Voices & Opinions
Calendar of Events
From the Chair
The Lending Landscape
The Social Life: A Social Media Roundtable
NAFCU's 2014 Annual Report
Getting to Know...
Inside NAFCU Services
From the President's Desk
The Federal Credit Union May-June 2014