BY MIKE ZAPPONE
How do you know? Is it subjective or has success been clearly defined and understood by both parties?
The evolution of most entrepreneurs looks like this: we start a business, get busy, and eventually hire help. At first, we’re just grateful to have someone lighten the load. Rarely do we take the time to clearly define the role, expectations, or what success actually looks like.
In the early stages, that’s fine. The “whatever-it-takes” person—the one who answers phones, dispatches vehicles, closes out trips, and even preps the fleet in a pinch—is invaluable when you’re building something from nothing. But over time, an entire team of “whatever-it-takes” employees becomes a liability.
When Everyone Does Everything, No One Owns Anything
Without clarity, neither the employee nor their manager truly knows what “a good job” looks like. Performance becomes subjective. We end up rewarding the person who stays late rather than the one who works efficiently or suggests ways to move the company forward. The entrepreneurial hustle that got us here won’t get us to the next level.
To scale, we need defined roles and responsibilities for every seat on the team.
Think of Henry Ford and the assembly line: Efficiency skyrocketed because each person specialized in their role. Every high-performance organization, whether in sports or business, operates the same way. Roles are clear. Success is measurable. Team members know exactly what winning looks like and can focus on becoming experts in their seat.
The Myth of Cross-Training as a Cure-All
I often hear from leaders, “My team is cross-trained to handle any job we need—they’re versatile.” In theory, that sounds great. Having someone who can pitch in wherever needed is the hallmark of a small, but growing company. But in reality, most organizations lack the clarity and documentation to make it work.
Yes, we want flexibility. But without standardized core processes, cross-training can lead to inconsistency, confusion, and a decline in quality. The solution is simple:
❱ Document your core processes in a checklist format—not a dense manual.
❱ Focus on the vital 20% that drives 80% of results.
❱ Build consistency first, then layer in cross-training where it truly adds value.
When processes are clear and repeatable, team members can step into another role without disrupting quality or culture.
Time on Task: The Path to Expertise
Remember Malcolm Gladwell’s “10,000-Hour Rule,” which highlights how long it takes to achieve mastery—roughly five hours a day for 10 years. Now ask yourself: How long are we allowing our people to train before moving them to the next seat?
If we want experts, we must give them time and focus. Define the role. Clarify what success looks like. Provide the training, repetition, and accountability to help them master it.
Bottom Line
If you want to answer the question, “Are my employees doing a good job?”—you must first define the job.
Then, make success measurable, focus their time, and create the space for your employees to become experts in what they do best.
That’s how great teams are built—not by doing everything, but by doing the right things with clarity and purpose. [CD1226]
Mike Zappone is a former operator, industry consultant, and a professional EOS implementer. He can be reached at
