Hiring great people is one thing. Placing them in roles where they thrive? That’s a whole different challenge. For accounting and bookkeeping firms looking to scale sustainably, there’s a proven strategy that can make all the difference: the “right people, right seats” approach. In a recent interview, Kieran James and Chad Davis, co-founder of LiveCA, pulled back the curtain on how this strategy has helped them build a successful team. They shared their experiences with accountability charts, the GWC framework, and the tough, but necessary, decisions leaders must make to create a thriving business. So, how do you put this into practice? Let’s dive in. Want to hear the full story?
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What Does “Right People, Right Seats” Actually Mean?
It’s a simple phrase with profound implications. As Chad explained, having the “right people” on your team means finding individuals who align with your company’s values and culture. “It’s not just about skills,” he said. “It’s about fit. You want people who share the same vision and care about where the company is going.” But that’s only half the equation. These “right people” also need to be in the “right seats” – roles that match their unique strengths. Here’s where many leaders slip up. You might have a brilliant team member, but if they’re in a role that doesn’t suit their abilities or passion, it can cause frustration for both them and the business.
Accountability Charts: Bringing Clarity to Chaos
How do you figure out if someone is in the right seat? This is where accountability charts come into play. Unlike traditional organisational charts, which focus on hierarchy and titles, accountability charts are all about outcomes. They clarify what actually needs to be done within the business and assign ownership to the right person. Chad shared how accountability charts have been a game-changer for LiveCA: “It forces you to strip away the fluff and focus on what matters. You can clearly see who’s responsible for what, which makes gaps and overlaps stand out.” He also admitted that creating one can be an uncomfortable process. “It can highlight things you don’t want to admit, like someone being in the wrong role,” he said. But in the end, it’s a tool that sets the team up for success.
The GWC Framework: A Simple, Powerful Tool
Once you’ve mapped out the roles in your accountability chart, how do you decide if someone is the right fit? Chad and Kieran recommend using the GWC framework:
• Get it: Does the person truly understand the role? Do they “get” what’s required and what success looks like?
• Want it: Does the person genuinely want to do this job? Are they excited about the role, or are they just going through the motions?
• Capacity: Does the person have the time, skills, and ability to deliver on the role’s expectations?
This framework can help you evaluate whether a team member is in the right seat. Kieran summed it up nicely: “If someone doesn’t meet all three criteria, there’s a misalignment. And that misalignment can ripple through the whole team.” It’s a tough conversation to have, but one that leaders can’t avoid. “It’s about being honest,” Chad said. “If someone’s not in the right seat, they’ll feel it too. It’s not fair to them to keep them there.”
The Dynamic Duo: Visionary and Integrator
One of the biggest lessons Chad shared during the interview is the importance of pairing a visionary leader with an integrator. Visionaries are typically big-picture thinkers. They’re the ones coming up with new ideas, seeing opportunities, and driving the company’s overall direction. But, as Chad admitted, visionaries can struggle to stay focused or handle the nitty-gritty details. Enter the integrator - someone who takes those big ideas and turns them into actionable plans. “It’s a bit like having a co-pilot,” Chad explained. “The visionary sets the destination, but the integrator figures out how to get there.” Finding the right integrator can take time. Chad emphasised the importance of finding someone who balances your strengths and isn’t afraid to challenge you. “You need someone who can hold you accountable and say, ‘That’s not realistic right now.’”
Making the Tough Calls
One of the biggest takeaways from Chad and Kieran’s conversation was the importance of making tough decisions. Whether it’s admitting someone isn’t in the right role or recognising that you need an integrator, leadership often means facing uncomfortable truths. Chad shared his thoughts on this: “You can’t let fear of hurting someone’s feelings hold you back. Keeping the wrong person in the wrong seat isn’t doing anyone any favours - not them, not the team, and not the business.” He encouraged leaders to lean on tools like the People Analyser and GWC framework to take some of the emotion out of these decisions. “It’s not about being harsh. It’s about being fair - and doing what’s best for everyone in the long run.”
Why This Approach Works
At the heart of the “right people, right seats” strategy is a commitment to clarity and alignment. When everyone knows their role, understands their responsibilities, and feels empowered to succeed, teams thrive. Chad described the difference it made at LiveCA: “When people are in the right seats, you notice it. The team runs smoother, there’s less stress, and you see results faster. It’s night and day.” For accounting and bookkeeping firms, where every detail counts, having a well-structured, aligned team is crucial. Whether you’re a small practice or scaling fast, this strategy can help you build a team that’s ready for anything.
Are Your People in the Right Seats?
So, is your team thriving, or are there cracks under the surface? Are you taking the time to evaluate whether you’ve got the right people in the right seats? If not, what’s stopping you from starting today?
Ready to get started?
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