The WHO Factor: Get the Right People in the Right Seats

The WHO Factor: Get the Right People in the Right Seats

Are the Right People in the Right Roles?

This is not just a question—it’s a pivotal factor that can either elevate or undermine your leadership success. The weight of this decision rests on your shoulders.

Why “WHO” Might Be the Missing Link in Your Leadership Success

“The wrong person in the wrong place = regression.

The wrong person in the right place = frustration.

The right person in the wrong place = confusion.

The right person in the right place = progression.”

— John C. Maxwell, The 17 Indisputable Laws of Teamwork

You can have a bold vision. You can have a brilliant plan. But if you don’t have the right people in the right seats, your leadership will stall.

I’ve seen this firsthand. Back in my corporate days, I led a department that was constantly under pressure to deliver results. We had great people—skilled, experienced, loyal—but something wasn’t clicking. One top performer from another team was transferred to our group due to a vacancy. On paper, she was perfect. But in reality, her strengths were in analysis, not execution. She struggled in her new role, and it affected her confidence and the team’s momentum.

This experience taught me a valuable lesson: it’s not about filling a role. It’s about aligning strengths to outcomes.When I finally reassigned her back to a strategic support function, she thrived again—and so did we. That moment taught me: it’s not about filling a role. It’s about aligning strengths to outcomes.

The Power Score Perspective: Why “Who” Is Non-Negotiable

In Power Score, Geoff Smart and his co-authors reveal this hard truth:

“If you don’t have the right people in place, nothing else matters.”

Their data showed that even leaders with clear goals (Priorities) and strong trust (Relationships) were struggling, because they didn’t have the right team to execute.

I faced a similar challenge when we were launching a new BNI chapter. We had passionate people, but some of them were simply not in the right seats. One member volunteered to be the Education Coordinator—but his style was more transactional than relational, and members began tuning out during his segments.

I stepped in—not to replace him, but to coach him toward a different role. We reassigned him to Membership Committee, where his structure and systems mindset made him a rockstar. That’s when it clicked again: when people operate in their strength zone, everyone wins.

Maxwell’s Model: The Law of the Inner Circle

John Maxwell writes: “Those closest to the leader will determine the success level of that leader.”

This principle came to life during my tenure as Managing Director of BNI MNL CBD Region. When I first took on the role, I thought I needed to lead everything. I quickly realized that would burn me out and limit growth.

So I focused on building my inner circle. I looked for people not just with skill, but with alignment in values and vision. I appointed key leaders who complemented my gaps—some were great in operations, others in engagement and support. That team became the catalyst for regional growth. I didn’t need to do more—I needed to lead better by choosing the right WHO.

Signs You May Have a “WHO” Problem

Does this resonate with your current reality?

• You’re constantly stepping in to “fix” or “redo” your team’s work
• Team members feel disengaged or unclear about their roles
• You feel like you’re carrying the weight of every major decision
• Some people are overworked, while others are underutilized

I’ve been there too. In one BNI transition, I held on too long to a leadership team member because of our friendship and history. But their disengagement began to affect the entire group. Letting go was difficult—but it restored the health of the team.

How to Strengthen Your WHO Score

1. Clarify the Roles That Drive Results

“Design roles around outcomes, not around people.” — Power Score

I learned this the hard way during my tenure leading the launch of a new BNI chapter. Initially, we filled leadership roles based on who was available or willing, rather than selecting the best-suited candidate. Some roles were mismatched, and progress slowed.

So, I paused and asked: What are the 3–5 most important outcomes this chapter needs to thrive in its first six months?

From there, we redesigned the leadership structure. Instead of fitting people into titles, we clarified the outcomes—like member engagement, referrals generated, and visitor growth—and then matched roles to those results.

We placed a highly relational member as Visitor Host, a systems-thinker as Secretary-Treasurer, and a natural motivator as President. The team aligned—and the chapter grew stronger, faster.

Lesson learned: hire (or assign) based on the outcome needed, not just the person available.

2. Evaluate Strengths, Not Just Titles

Tools like DISC changed how I view people. I’ve used it across corporate teams and BNI leaders.

In one case, a President of a BNI chapter was a high S (Steady) type—kind, consistent, dependable—but overwhelmed by the energy demands of the role. Rather than “failing” her, we moved her to a support role and assigned a high I (Influencer) as the new face. The chapter grew faster with that shift.

3. Move People into Their Strength Zones

“Success is knowing your purpose in life, growing to reach your maximum potential, and sowing seeds that benefit others.” — John C. Maxwell

During one strategic planning session (my former Company), I noticed one of my engineers—brilliant in strategy—was floundering in operations. I worked with her to pivot her role, and she began contributing powerful insights that shaped our growth model. It wasn’t about removing her—it was about repositioning her.

4. Develop the Leaders Around You

“It takes a leader to raise up a leader.” — John C. Maxwell, Law of Reproduction

In BNI, I don’t just look for doers—I look for growers (though this is rare to find). People I can invest in who will eventually lead others. That’s how we multiplied chapters and expanded our region. Leadership is not about control—it’s about release.

My Final Thoughts: You Can’t Do This Alone—and You Shouldn’t

You don’t need to be the best at everything. But you do need a team where each person is in the best position for them.

Leadership is not a solo act—it’s a casting call.

So ask yourself:

• Do I know what roles are critical to our mission?
• Do I have the right people in those roles?
• Am I coaching my team to grow—or just hoping they figure it out?

Because when your WHO is strong, your vision becomes possible.

Don’t Just Build a Team—Build the Right One

Your vision deserves the right people to bring it to life.

And your team deserves leadership that sees their potential—and places them where they can truly shine.

Because when WHO is right, everything else moves forward.