Today is Throwback Thursday on the blog, and I’m posting an excerpt from the second of two articles on the cultural changes we pursued at Elliott Davis Decosimo. Battlefields & Board Rooms: More Cultural Transformations in a South Carolina Company was published on the BizSC media platform and covers four more principles of culture change. (In June I posted an excerpt from the first of the “Battlefield & Board Rooms” articles.)
We needed to help people find the right roles and use their strengths.
Washington was a surveyor, a scout, a commander of a regiment tasked with defending Virginia’s “frontier” in the French and Indian War, and a farmer — all before the age of thirty. The lessons learned in each of those roles later translated into leadership traits on the battlefield. His strengths were well-suited for his time as general of our country’s first army.
At the same time, the decisions Washington made about recruitment of other leaders within the army were some of the most important that he made during the war. Time after time, appointed leaders were tasked with certain vital war duties — sometimes by Congress. When they failed at those tasks, Washington made decisions to replace them with more suitable leaders. His actions in getting the right people in the right job were assertive, and of course, sometimes desperate. At one point, he replaced his most experienced general, second-in-command Charles Lee, in the very midst of battle. He selected a German, von Steuben, to conduct the vital training that the army needed during the long winter of Valley Forge. He placed Henry Knox in charge of transporting immensely valuable artillery across 300 miles of ice and snow. He recruited Nathanael Greene to take over the logistics of managing the supply transport for the army. All these moves were master strokes of placing people in the right roles during the war.
At Elliott Davis, our old system encouraged people to try to do everything: manage business, do the work, develop staff, be out in the community, bring in business. We all were wearing too many hats.
We discovered that discerning and recognizing people’s skills and drives, and then allowing them to gravitate towards their strengths, reaped bigger and better benefits. We wanted people to ask the question, “What are my strengths and how can I develop them to achieve goals?”
Our people needed to have a clear career path based on their strengths rather than striving desperately to be “good at everything.” They needed to be great at pursuing and developing their own strengths. Far from feeling constrained or fettered by unrealistic expectations, there’s a certain relief in knowing that you’re not expected to be something you’re not. And there is motivation in seeing where you can end up. As others have said before, it’s about putting the right people in the right places doing the right things.