In baseball setting a lineup starts off easy. You take your best hitter and bat him 4th (cleanup spot). If one of your first 3 batters gets on-base you’ve given your best hitter the opportunity to drive home a run. Easy.
What about the back of the lineup and the middle?
Building a contents division is no different than constructing a lineup. You will trust the person who demonstrates the most skill and devotion to the job with greater responsibility. Let us not take this point lightly. The most effective employees believe in the company mission and are focused on end results. Each packout is in this way like a baseball game. There are protocols, challenges and goals. In baseball, you want to score more runs than your opponent. In contents the goal is to eventually bring back everything you promised to the property owner in pre-loss condition. Along the way there are varying sets of challenges – weather, scale, distance, coverage limits to name a few. These challenges are met with confidence so long as the people we employee care about the end result.
What are the roles needed in your contents division?
What is the leader to follower ratio in your company? The scale of the business will make that determination for you as long as you allow it to. For example; you would not want two managers in a manufacturing facility that employs six people total but you may have two project managers with teams of three for your contents division. I advise that one person own as much of a job whenever possible. If the person responsible truly cares about the end result that person will embrace the challenge and their potential will be maximized.
The scale of your business will determine how much responsibility a project manager will have. As the The Contents Team grew, my responsibilities shifted from field and production to entirely field services. I was relieved to know that the management of the cleaning side (ultrasonics, electronics, hand cleaning, upholstery etc.) was as capable in their department as I was in the field.
The recognition of talented employees is important but we must see all of our employees as different position players with different goals and expectations. If my role is simply driver/mover, I am effective if I am truly devoted to moving people and property safely. If my goals are clear and if I have good intentions I will be successful.
Be sure that everyone at every position knows what is expected of them and be sure that everyone embraces their role. Teams that do this well win more games. Companies that do this well will grow.