The right person in the right place equals progression. And the right people in the right places equal multiplication. So while it’s wonderful when you put the right person in the right place, when you put several right people in several right places, your entire team begins to take off.

To put the right people in the right places, a leader needs to understand two things: the team (the players) and the situation. In this chapter, I’d like to focus primarily on the situation.

One of the laws of teamwork addressed in “The 17 Indisputable Laws of Teamwork” is the Law of the Scoreboard, which says, “The team can make adjustments when it knows where it stands.”

When a sports team goes into a game, it has a game plan. And in the beginning, the game plan is its “Bible”. The longer the game progresses, however, the less the game plan dominates the thinking and decision making, the more the scoreboard does. Having the proper perspective about the scoreboard allows leaders to make adjustments, so you have to know the situation.

Leaders get the best read of a situation by understanding six things:
1. The time.
2. The timing.
3. The opportunity.
4. The resources.
5. The competition.
6. The players

Understanding these six things allows leaders to make the best decisions in light of a given situation.
One of the things that we discovered a few years ago was that we had some people who were multi-gifted and could really do three or four things extremely well. But we had them slotted to work in only one area of the organization. It bothered me, because there were times when we needed them somewhere else. As an organization, we needed more fluidness. So we don’t have walls within the organizations any more. If people have a giftedness that is needed outside of a particular box, we position them out of that box.

That’s what it means to seize the situation. If you don’t have that fluidness in your organization, you can’t seize the situation. You’ve got a good player, but he’s over there and you’re over here and you can’t utilize him. The good news is that he has the giftedness; the bad news is that there’s not enough fluidness to get him in the right position at the right time to really make a difference.

Great leaders understand that evaluating the situation is a continual process, not a one-time task. The game plan gets you started and puts a foundation in place, but great leaders recognize how to respond to a changing scoreboard.


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