Stop asking "how" to solve a problem and start asking "who" is the right person to solve it. Shifting your mindset to hiring A+ players who can take ownership of outcomes is the key to unlocking the next level of growth and freeing up your own time.

Companies often complain about a lack of qualified candidates. The real issue is their failure to invest in developing the potential of hires who aren't 'perfect.' Talent development is a core organizational responsibility, not a luxury.

When an employee isn't meeting expectations, it's rarely due to lack of effort. It's typically because they don't know *what* to do, *why* it's important to the larger picture, or *how* to do it. Addressing these three points provides clarity and removes roadblocks before assuming a performance issue.

Using Six Sigma principles, the ROI of investing in people is the reduction of waste—specifically, the "waste of human potential." Disengaged, unsafe, and burnt-out employees cannot innovate or make good decisions. This frames "soft skills" in a language of efficiency and financial return.

Most companies have a structured process for budgets and strategy but treat talent management as an afterthought. Implement a "people calendar" that systematically addresses attracting, developing, and engaging talent with the same discipline. This ensures people, your most critical asset, are managed proactively.

Before writing a job description, create an in-depth scorecard with three components: the role's Mission (its purpose), key Outcomes (measurable results), and Competencies (functional and cultural skills). This forces alignment among stakeholders and clarifies what success looks like before the first interview.

Financial metrics like '10% return on investment' fail to inspire project teams. To attract top talent and volunteers, leaders must frame projects around a compelling purpose, such as improving customer experience or sustainability. A strong purpose, not the business case, is what truly drives engagement.

Allspring CEO Kate Burke implemented a "Return on Invested Time" framework as Chief Talent Officer. This principle ensures that any time requested from employees for internal initiatives provides a clear return, preventing wasted effort on fads and focusing on high-impact development.

Stop defining a manager's job by tasks like meetings or feedback. Instead, define it by the goal: getting better outcomes from a group. Your only tools to achieve this are three levers: getting the right People, defining the right Process, and aligning everyone on a clear Purpose.