The Right People in the Right Positions: A Business Imperative

In any organization, the success of the company is determined not just by its strategy, product, or vision, but by the people who execute them. Yet, many businesses fall victim to one common and devastating issue: the wrong people in the wrong positions. More often than not, egos, poor judgment, and misplaced priorities create friction within teams, damage client relationships, and ultimately hurt the bottom line.

Let me illustrate this with a real-world scenario that highlights the impact of ego and misplaced responsibility. A client recently reached out to a department manager in an attempt to connect with a salesperson. This should have been a moment of triumph—a potential sale and a satisfied customer. Instead, the department manager lashed out at the salesperson for sharing their contact information, calling it “unprofessional.”

Pause for a moment. The salesperson’s intention was clear: ensure accessibility and streamline communication for the client. Instead of celebrating the initiative and focusing on the bigger picture—securing the business—the manager allowed their ego to derail the situation. This interaction didn’t just discourage the salesperson; it set a poor example of teamwork and service excellence.

But it gets worse. Consider another incident where a manager insisted on handling client follow-ups via email, effectively sidelining the salesperson. Days passed, and the email was never sent. The client, feeling neglected, moved on. Later, when the salesperson tried to recover the relationship, the client responded, “Well, your manager didn’t email me.” Imagine the frustration of the salesperson who now had to defend a broken system they didn’t control. Not only was the client lost, but the company’s credibility took a severe hit.

These are not isolated events. Across industries, businesses are losing customers—not because of competition, but because of internal dysfunction fueled by ego, lack of accountability, and an inability to prioritize service excellence.

Ego: The Silent Business Killer

Ego has no place in a high-performing team. When individuals prioritize their own need to feel superior over the collective goal of serving the customer, the entire organization suffers. This isn’t just a “bad day” or a one-off mistake—it’s a systemic issue that needs addressing. Managers and leaders must create an environment where every team member understands that the client’s needs come first. The goal should always be to get the job done, not protect personal turf.

Accountability: A Non-Negotiable Standard

When individuals fail to follow through on their responsibilities, as in the email follow-up example, the ripple effects are far-reaching. Trust is eroded, not just with the client, but within the team. For an organization to grow, everyone—from the top executives to the frontline staff—must take ownership of their roles. Accountability should be a core value, celebrated and enforced at every level.

The Right People in the Right Roles

Ultimately, these scenarios underscore the importance of having the right people in the right positions. Businesses often promote individuals based on tenure, technical skills, or familiarity, rather than assessing whether they have the leadership and interpersonal skills needed to foster collaboration and drive customer satisfaction.

A department manager should be someone who empowers their team, not someone who tears them down over minor infractions. Similarly, leaders should embody follow-through and reliability, setting the standard for the rest of the organization. If the wrong people are allowed to remain in these roles, businesses will continue to lose customers and tarnish their reputations.

Building a Culture of Service and Growth

Companies need to prioritize the following to avoid these pitfalls:

1. Hire and Promote Based on Fit: Evaluate candidates for leadership roles based on their ability to lead people, not just their technical skills or tenure.

2. Foster a Team-First Mindset: Celebrate collaborative wins. Recognize and reward behaviors that put the client and the company first.

3. Demand Accountability: Implement systems to track follow-ups, client interactions, and commitments. Transparency prevents the kinds of miscommunications that lead to lost customers.

4. Address Toxic Behaviors: Confront ego-driven or counterproductive actions directly. Allowing these behaviors to persist sends the message that they are acceptable.

Final Thoughts

How long will companies allow such individuals to occupy leadership positions while expecting growth? Businesses don’t fail because of market forces alone; they fail because of internal dysfunction. Every client lost to poor communication or misplaced priorities is a preventable loss.

The solution is clear: place the right people in the right positions, build a culture of accountability, and always prioritize the client experience. By removing ego and fostering genuine collaboration, companies can unlock their full potential and ensure lasting success.