Hiring should be a last resort versus in so many teams. Hiring adds exponential complexity, there's exponentially more ways for information to get transferred, retrieved, lost. So before I start hiring anyone, I first will push back and try to analyze is there any opportunities right now on the team to be more efficient? Because if I can get 10 people an extra four hours, that's 40 hours of additional capacity that we have there. That's like a full-time job. And then not only am I saving all those costs with salary and training, but I'm also putting a delay on having that extra complexity that people rush into.
https://fellow.app/supermanagers/nick-sonnenberg-leverage-how-do-you-think-about-time-the-psychology-of-value-per-hour/
Leadership needs to buy into changes in the company for them to work effectively.
Changes don’t stick when leadership has the philosophy of ‘do as I say, not as I do’.
Nick Sonnenberg is the Founder and CEO of Leverage, a fully remote business efficiency consulting company. He's also a columnist for Inc. Magazine and recent author of a Wall Street Journal best-selling book.
Nick’s recently released book "Come Up for Air," provides a framework for companies to use systems and tools to improve productivity and avoid drowning in work.
In episode #140, Nick emphasizes that time is not equal, and every hour on the calendar may not have the same value. Instead, each time slot has its own unique value.
We also dive into behaviour change in an organization, optimizing for a team, and hiring as a last resort.
Tune in to hear all about Nick’s leadership journey and the lessons learned along the way!
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