Almost half of senior leaders say that their biggest regret is taking too long to move lesser performers out of important roles, or out of the organization altogether.
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The best CEOs think systematically about their people: which roles they play, what they can achieve, and how the company should operate to increase people’s impact.
Source: McKinsey
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Deliberately developmental organizations don’t just accept their employees’ inadequacies; they cultivate them. Both Bridgewater and Decurion give a lot of attention to finding a good fit between the person and the role. But here “good fit” means being regularly, though manageably, in over your head—what we call constructive destabilization. Constantly finding yourself a bit at sea is destabilizing. Working through that is constructive.
At both companies, if it’s clear that you can perform all your responsibilities at a high level, you are no longer in the right job. If you want to stay in that job, having finally mastered it, you’ll be seen as someone who prefers to coast—and should be working for a different kind of company.
Source: Making business personal