A short talk arguing for flipping the organizational chart so leadership exists to support frontline staff and customers. The speaker emphasizes creating systems that make employees' work easier—optimizing and automating workflows—rather than using systems to manage or police staff, illustrating with a CRM example where the leader refuses to use the tool to signal it’s for the team’s benefit.
We flip the org chart upside down so I have the CEO at the bottom supporting the VPs who are supporting the frontline staff who are supporting the customers. My job is to create systems to help the team. Not to manage them, not to hold them accountable, but to help them make their jobs easier, to help optimize and automate their workflows. So if I show up trying to create systems to make it easier for them, they're much more apt to adopt them. But if I'm putting a system in place to manage them, we're human. We're going to push back against that. As an example, my sales team, I told them right when I started hiring them, I need you to use a CRM. I will never log into the CRM. I won't even have a passcode for the CRM. But I need you to use a CRM to help you sell more, to help you be more efficient, be more effective. For the last three years, my sales team has used a CRM and they laugh about it today. They're like, you don't check any of our notes. I'm like, no, the notes are for you. These aren't for me.
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