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The Downside of Creating Leaders through Placement
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Is PLACEMENT a good idea to ‘build or create leaders’ to help you hit your rank advancement goals?
In case you’re not familiar with the term, “placement” is when you strategically enroll someone YOU’VE recruited under another person on your team.
So, you can place your recruits to help your leaders grow their teams fast … which means they hit their goals sooner…AND you hit yours.
Sounds great right?
BUT…
I’m telling you, if you use it the WRONG way, this strategy can DESTROY the culture of your team.
When you start manufacturing leaders “in name only” like this, without them having to go through the hard work and personal growth to reach their new rank organically …
…you can be building a ‘house of cards’ that can come tumbling down at any moment.
And YOU’RE the only one busting your butt every month to keep it all from collapsing.
Believe me, I’ve been there – and it’s a miserable existence.
Placement if used the right way – with boundaries and clear expectations – it can be a great strategy. And in this week’s podcast, I talk about the RIGHT and WRONG approach to placement, the key factors to consider when placing people, and how to use this strategy to grow and develop the leaders in your team.
Episode Quotes
“Implementing placement (just for rank advancement) can potentially destroy the culture of your team or company.”
“Placement if used the right way – with boundaries and clear expectations – can be a great strategy.”
“You reward people that DESERVE placement – not those that need it.”
“Placement is a great way to help someone grow and develop as a leader.”
Listen to Learn
02:01 – Review of the Week, My parenting question
05:10 – What is PLACEMENT?
07:37 – Downfall of implementing placement
13:30 – Right way to approach placement
17:47 – Key factors to consider when placing people
22:05 – Other criteria: goals, geography, demographics, personality
Text me at (215) 608-1454 and let me know your questions or topics you want me to cover here on future episodes.
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