by Sava Duran

Have you ever caught yourself thinking things like:

 “I wish I had people I could rely on more.”

 “It would be great if so-and-so worked for me.”

 “I really hoped this team wouldn’t need me quite so much.”

Or maybe you’ve asked yourself questions such as:

 “Why can’t they do more—or at least do it better?”

 “What’s with the constant tardiness?”

 “Why am I so frustrated with my team?”

If you have, you’re not alone. I’ve been there too—more times than I care to admit. And if we’re honest, we’ve all said or thought even more “colorful” versions of these same sentiments.

At the heart of these thoughts is a common desire: to lead a stronger, more capable team. One that can operate independently, perform at a higher level, and move the organization forward with less handholding. That desire isn’t wrong—but achieving it isn’t automatic.

When I first read Good to Great by Jim Collins, one concept stopped me in my tracks: the importance of getting the right people on the bus, and the wrong ones off. At the time, I was a relatively new supervisor, still building my leadership muscles and – frankly – struggling with the relational side of managing people. I didn’t fully appreciate the value of having the right individuals in the right roles.

It took several years of learning, trial and error, and plenty of mistakes before I began to internalize what Collins was getting at.

People First, Then Roles

One of the key lessons I learned is that the who matters more than the what. In other words, get the right people first – before deciding where to put them. That might feel counterintuitive, especially in a task-driven world. But character always outpaces skill in the long run.

Would you rather have a high-skilled employee who refuses to align with your direction, or a high-character individual who’s willing to grow, learn, and contribute wherever needed? Ideally, you want both. But if you have to choose, start with character. Skills can be taught – attitude, integrity, and work ethic cannot.

The Right People, In the Right Seats

The metaphor of the bus has stuck with me: it’s not just about who's on board, but where they’re sitting. Once you’ve found high-character individuals, the next step is placing them in roles where their strengths shine. I’ve made my share of mistakes here – putting great people in the wrong seats, or the wrong people in critical roles. But over time, I got better at recognizing strengths, realigning responsibilities, and building out a more functional, engaged team.

Culture is Built on Value

People need to feel valued. When they do, they give more. They stay longer. They grow faster. And they bring their best selves to work.

Think about how you respond when someone genuinely appreciates your work, your ideas, and your professionalism. Now imagine what could happen if your whole team felt that way – every day. It’s a game changer.

In my experience, teams only began to truly flourish when I started investing in people: understanding their strengths, aligning their roles with their natural abilities, and appreciating them openly and often. Not only did performance improve, but so did morale, innovation, and resilience.

So—How Do You Get There?

It starts with intentionality:

1. Hire for character before you hire for skill.

2. Take the time to understand your team’s strengths and weaknesses.

3. Value and appreciate those who align with your mission.

4. Move people (or remove people) when it’s not the right fit.

5. Create space for your team to grow and lead.

Over time, my team became more self-motivated, more adaptable, more creative, and more committed to the overall mission. They didn’t just do their jobs – they began contributing to the bigger picture. And that’s when real momentum started.

If your team isn’t there yet, that’s okay. You’re not behind – you’re just building. But ask yourself: What would be possible if your team was invested like this? And if they already are – how can you continue to multiply that impact?