RIGHT PEOPLE: THE COURAGEOUS STEP LEADERS CAN'T AVOID
By Andrew Madams
One of the common leadership challenges I hear from CEO’s and senior executives when discussing how their team is performing is the challenge they face of knowing there is someone on the team who, for whatever reason, shouldn’t be there. However, they struggle to address this. I too commonly hear “I know I need to do something about it, but…”
This tension is real. It’s human. But let’s be clear — if you're serious about building a high-performing team, having the right people is non-negotiable. According to the 6 Team Conditions framework, developed by J. Richard Hackman and Ruth Wageman, Right People is one of the three essential conditions needed to set a team up for success (the other essential conditions being Real Team and Compelling Purpose).
Before even considering who should be on the team, a leader must first make two foundational decisions:
- Do I actually need a team for this work? (Real Team)
- What is the compelling purpose that justifies having this team? (Compelling Purpose)
If the answers are yes and clear, only then does the third condition come into play: Right People — assembling the people who can actually deliver on that purpose.
Right People Isn't About "Best People"
It’s important to understand what is meant by Right People. This doesn’t mean stacking the team with the "best" individuals or the highest performers in isolation. It means selecting people who, in combination, have the knowledge, skills, and abilities needed to achieve the team's specific purpose. In the words of Hackman and Wageman:
"A team composed of all the brightest stars may underperform if the players do not collectively possess what is needed for the particular work they must do together."
It's not about individual brilliance, it’s about collective capability.
Why Leaders Struggle to Act
Yet despite knowing this, it’s not an easy thing to do, and so many senior leaders hesitate, especially when they inherit a team. Often, these leaders feel:
- A sense of loyalty to individuals who have been "doing their best"
- Fear of backlash or reputational damage ("They're a good person — what will people think?")
- Hope that things will improve if they just give it more time
- Pressure to "make do" because removing people seems disruptive
All understandable. But understandable doesn't mean acceptable if you're serious about leading a team that delivers. Holding onto someone who isn't right for the team doesn't just slow progress — it corrodes the team’s collective confidence and trust. People know when someone isn’t contributing effectively. And when a leader fails to act, it sends a clear (and damaging) message: Mediocrity is tolerated here.
It Takes Courage — But It’s the Right Move
Deciding to remove someone from a team is one of the toughest calls a leader will ever make. It demands both courage and emotional intelligence. But done thoughtfully, it is not cruel.In fact, it’s the right thing — for the team, the organisation, and the individual.
- For the team: It protects the team’s ability to function and succeed against its purpose.
- For the organisation: It ensures resources are invested where they can produce the greatest return.
- For the individual: It gives them the opportunity to find a role, context, or team where they can truly thrive. Sticking them in a mismatch does them no favours.
It’s helpful to remember that most people are already feeling it when they are not a good fit. They may be stressed, disengaged, or quietly miserable. Most often, this is not an indication of their capability, it’s a result of being in an environment that drains rather than motivates them. Helping them find a better fit is an act of leadership, not betrayal.
How to Make the Call
If you’re leading a team today, and you know in your gut that someone isn’t right for the work ahead, you are already making a decision. By doing nothing, you are deciding to accept the cost.
A more deliberate, disciplined approach would be:
- Reconfirm the team's compelling purpose. What are we actually here to achieve? (Essentially the purpose helps you decide who needs to be on the team).
- Identify the capabilities and mindsets needed. What must the team collectively be able to do?
- Assess each member against those needs. Are they adding to, or detracting from, the team's ability to succeed?
- Act with integrity and empathy. If changes are needed, communicate clearly and respectfully, and support people through transitions.
Over the years I’ve seen many individuals thank their leader for making the call and removing them from the team. In most of these cases, the individual carried on with their ‘day-to-day’ role where they were able to thrive without the added constraints of being a member of a senior leadership team and carrying out the work associated with this.
Future-Focused Leaders Make Brave Calls
The leadership game has changed. Today’s environment demands real teams tackling real work at speed, with purpose and clarity. There is no room for "passengers" on mission-critical teams. As the 6 Team Conditions research consistently shows, when leaders design teams intentionally — ensuring the right people are in the right seats for the right work — performance lifts. Morale lifts. Outcomes improve. And importantly, the leader’s own credibility skyrockets. Nothing builds leadership credibility faster than a team that delivers — and delivers together.
When CEOs and senior executives tell us how hard it is to remove someone from a team, we listen with empathy. We know it's hard. But then we remind them: You’re not doing anyone a favour by keeping the wrong people on the team. Least of all yourself. Strong teams start with strong choices. Getting the Right People is not an administrative task — it is a critical, courageous act of leadership.