Who's Your Organization-"Who's around the Bus"

Who’s Your Organization-“Who’s around the Bus”

by: Rick Guthrie

We’re back on my blog series “Plane, Space and Time”. Thanks for reading.

In my last blog in this series, “Your Space Is the Final Frontier”, I talked about protecting your space. Now I’m giving some insight on developing your Organizational Chart once you’ve determined who and why others should be in your space.

If you’re starting a business, developing product or even running a real estate team, you should put together an Organizational Chart.

what's on your organizational chartIf you’ve noticed in the title, I asked, “Who’s Your Organization” not “What’s Your Organization”. I did that to stress that your organization is built around specific hand-picked talent who have a specific function. That’s why you need to be crystal clear on who’s in your organization and map out what they do and who they do it for. So let’s look at your organization as if it were a bus.

Your bus or organization is something you own. Its function is to get specific people to a specific location. The success of that function depends on the components and people in and around your bus or business. The components and positions for your bus might look like this:

  1. You need people who want transportation that are drawn to your service. (Customers)
  2. Someone who knows and plans the route. (CEO)
  3. A dispatcher. (COO)
  4. Someone to drive. (Manager)
  5. Maintenance Person. (Training and Human Resources)
  6. A working bus with all of its parts operating within their specific function…tires, gear box, engine. (Key Employees)
  7. Fuel to power the bus. (Money or Capital)

This may seem simplistic, but dig deeper and click on the executive definitions above and you’ll see the correlation. What’s interesting is that you, as the owner of the bus, may be able to work in the capacity of #2 through #5 and some of #6 for a while. But eventually the route is going to get blocked and at the same time one of your functioning parts goes down and so on. The point I’m trying to make is that your organization will be weakened if you do most of the tasks. The reason is you’re constantly in the reactive mode rather than proactive mode. Instead of someone advising you that the road is blocked ahead of time, you’ll get it figured out but after you get to the impasse. Then of course you’ll have to turn around and start over or find a different route. Sound familiar? Also, if you’re doing the job of 3 out of the 5 key positions what happens if you get sick? Well basically 60% of your company is down. What would happen if you only had to concentrate, for now, on 1 key position until you replaced yourself? Or what would it look like if you were the Chair of the Board – COB and dealt with only your key leadership? Now your company has your focus on where it is supposed to be, which is on the whole rather than the sum of its parts.

This is why a defined organizational chart needs to be developed and in place. The chart, I feel, should be fluid and be designed in a way that it can be altered and augmented as your business grows.

Your key positions need to be established but most importantly, you’ll need training on how to recruit, hire and train those positions. One awesome place to start is in RSTLM and MREA Training through Keller Williams®. If you’re not with Keller Williams® I would see if you could take it anyway.

So look at your business, “your bus” so to speak and design your own tailor made organizational chart.

 

Blog you soon.