On Monday we wrote about the dangers of being “one deep” in key / critical positions within your organization. We talked about the problems that can be caused not only with performance in those key areas (i.e. sales) should the person leave, but also in the overall performance of the organization should the person not leave yet cause morale issues based the fact that in their mind the rules don’t apply to them.

Of course the best solution is to not get into this position in the first place, but for the majority of our readers this won’t apply since you may already be there.

Here are six ideas on how to avoid being held captive by “one deep”:

1)    Actively determine if you have this issue in your organization and identify the person(s) by name and by function(s).

2)    Determine if they are truly critical to the organization, not by what they say but how they perform, and what results they bring to the company that supports its growth

1. Talk with others in the organization

3)    Depending on size, identify employees within the same area that have the skills or can learn the skills with proper training, education and mentoring

1. If you are working in a small company, cross train at least one other individual to perform this role

4)    Ensure that the processes, client contacts, job-related knowledge is documented and available to others in the organization

5)    Build a succession plan for a longer term solution

6)    Do not be held hostage to bad behavior, hoarding of information or isolationist behavior. Confront it. Make it clear that their behavior is not acceptable in the organization.

What you permit you promote and management by accommodation is not a sustainable management style in a growing company.

Great sports teams have learned how to create and manage a depth chart. They also know that the only thing that counts is performance. And without a depth chart, poor performance is tolerated because there are no other options. Drive to ensure that there are other options. You employees and clients deserve nothing less.

Copyright 2010 Kubica & LaForest

This entry was posted on Friday, December 17th, 2010 at 3:45 pm and is filed under Business Growth & Entrepreneurial Strategy, Management & Management Transitions. You can follow any responses to this entry through the RSS 2.0 feed. You can leave a response, or trackback from your own site.