Leadership
Mark Richardson: Chess Moves
I am not a master of chess, but I do think there are some parallels between the game and the leadership skills needed to run a business today. Average chess players really only have the proficiency to watch their opponent’s previous move and then react. They may have a feel for what they want to accomplish and certainly have the game’s goal in mind, but predicting the opponent’s move is difficult.
Master chess players think several moves ahead. They can lead their opponent with some of their moves to accomplish the outcome they want, and they may give up a key game piece to capture a better piece later. A master chess player not only generally wins but also does so efficiently, using little time and just a few moves.
Today’s great business leaders are masters of business chess moves. They not only have a very clear vision of where they are now with the opponent (the market and competition), but also know the multiple moves that will be required to get to the next level of growth. Masters of the game of business also are students of the game. Some moves are driven by market opportunities, some by the competency of their present team, and some by personal motivations and goals. While my columns are often driven by actions you can put into practice, the following are a few thoughts or notions for you to contemplate.
1) Which part of your job will you give up next? As your business grows, you will need to delegate more. If you are leading sales/production/operations, then you will need to either groom someone to take over one of these areas or bring in someone from the outside. This transition can be a tough one, but it is critical to think a couple of moves ahead. If your real strength (and love) is sales, then bring in or promote someone to be the director of production, so you can grow your revenues. Many times these transitions require genuine buy-in from other team members to be effective, so think about the preliminary chess moves you need to make before moving forward.
2) Don’t assume that every team member will advance. You may have a plan but don’t assume you have the sophistication and competency on your team to execute it. As the business grows, the complexity required at different positions also changes. A good salesperson may not become a great sales manager. A loyal bookkeeper may not have the knowledge base to grow into a controller or CFO. While it is important that everyone is encouraged to grow, the skills and thought processes really change at high-level positions.
3) Human resources may be the most important move to make early. We often think about getting the sales and production teams in order before positioning the company for growth. HR usually is relegated to the roles of managing benefits and handling grievances. But a great HR director is a great recruiter, strong at retention, a team-training developer, and a culture expert. This person will help make your vision come to life. A good HR manager wakes up every day helping you reduce the risks that often can derail your vision.
While these three concepts are the product of a little gray hair and hard-won insights, the most important message I can bestow is that you need to become a master at thinking several moves ahead. It is key to your success and growth. CB
Mark Richardson, CR, is an author, columnist, and business growth strategist. He is the author of the best-selling book, “How Fit is Your Business,” as well as his latest book, “Fit to Grow.” He can be reached at [email protected] or 301.275.0208.