GWC ™ Basics: Do You Get It? Do You Want It? Do You Have the Capacity to Do It?

These are three key questions that author Gino Wickman asks business owners and leadership teams in his book Traction to ensure the right people occupy the right positions in your company. I am fascinated with figuring out people’s talents and helping them achieve personal success in life based on discovering their unique talents so this concept intrigued me. The key concept in this book is EOS, which stands for Entrepreneurial Operating System. EOS identifies Six Key Components™ of any organization. The entire book is very insightful and today I want to share the “People Component™” with you.

In the book, Wickman created a practical tool that you can use in your business to ensure you have the “right people in the right seats”—another great concept introduced by Jim Collins in his book, Good to Great. This tool is called the “People Analyzer™.” First, you need to know if you have the right people, then you need to put them in the right seats.

According to Wickman, “The right people are the ones who share your company’s core values. They fit and thrive in your culture. They are people you enjoy being around and who make your organization a better place to be.” His formula is: Core Values + People Analyzer = Right People.

In addition to the company’s core values, Wickman introduced another set of parameters to see if your employees are the right people for your company. These “assets” (as he calls them) are:

Get it: Do your employees really get the concept of the specific job and role they’re in? Do they understand the culture, the systems, the company’s pace, and “how the job comes together”? In other words, do your employees “get it”?

Want it: Do your employees truly want the job they’re in? Do they want the new opportunity or promotion you’re offering to them? Are they willing to work the extra hours, for example, to be successful in the position?

Capacity to Do it: Do your employees have the “mental, physical, and emotional capacity to do a job well”? Are they smart enough to do the job (intellectually)? Do they have the time to work more hours (even if they want to, can they?)?

The People Analyzer tool consists of two areas then: 1) List the company’s core values (up to the top five) and rate each employee with a “+” if they exhibit that core value 100% of the time, “+/-“ if they exhibit that core value some of the time, or a “-“ if they don’t exhibit that core value most of the time. 2) Add the three key assets of Get it, Want it, and Capacity to do it (GWC) to the chart as the last three columns. Write the names of each employee in each row and rate them under each core value and asset. The results should be measured against a bar you establish with the minimum number of core values and assets you’re willing to accept as positive (i.e. employees have to match four out of five core values and have a positive score on the three assets of GWC). Employees who match your criteria are considered “the right people” for your company.

The tough decision comes when you, as the business owner or leadership team, end up with one or more team members who need to go because, for one reason or another, they no longer fit in your company. Wickman’s experience shows that most companies experience significant growth after the wrong people are let go of the company. The other team members are grateful and the ones who left ultimately find a better place where they fit and where they can use their talents best.

I encourage you to explore the GWC basics and to, at least, explore asking the questions: Do I have the right people in the right seats in my company? Do my employees Get it? Do they Want it? and Do they have the capacity to do the job? You will get very interesting results. You may also, as an employee, want to ask yourself these questions and see how you respond.

GWC, Six Key Components, People Analyzer, People Component, EOS and the Entrepreneurial Operating System are trademarks or registered trademarks of EOS Worldwide, LLC.

Ten Benefits to Having a Complete ERM Program. “I can’t give you any feedback on your Enterprise Risk Management ( ERM ) Program. You’re the only small community bank that at $250MM in assets, has a complete ERM Program. Keep doing what you’re doing.” Those were the words of our FDIC examiner when I presented to them the first complete ERM program for the bank I helped start. At that point back in 2012, the bank had just reached the $250MM asset size and was about seven years old. During another conversation, the FDIC examiners told me that the bank “had a strong foundation and a solid infrastructure.”

As the CFO & COO of the bank and later as the CRO, those words made me feel good and I can tell you I slept well the almost ten years I spent with the bank from inception until I left to start Malzahn Strategic. However, those words also left me with the feeling that I was on my own, with very little guidance to continue developing the ERM program. The lack of guidance is precisely one of the main reasons small community banks and credit unions are not ready, nor able in many cases, to create a complete ERM program. The other reason is because creating an ERM program is not, at least not yet for small community banks and credit unions under a certain asset size, a regulatory requirement.

I would never want more regulatory requirements for banks and credit unions. Instead, I strongly recommend that institutions under $500MM in assets establish a complete, yet simple, ERM program. There are several ERM software packages available. However, some are too expensive and too cumbersome for institutions to use. They simply don’t have the time, resources, internal expertise, or the energy to devote to such programs. But small community banks and credit unions don’t have to use those sophisticated and intimidating software packages. What the regulators want is for institutions to know all their risks, put mitigating factors in place, and be aware of the residual risks they have in every area. Regulators want to know that you know your story from the risk perspective.

Even though credit risk is one of the biggest risks for community financial institutions, they now also have to focus on other important risks such as technology and operational risk. Unfortunately all the risks are interrelated. If one high risk area is affected, the ripple effects flow to the other risk areas such as capital, earnings, legal, or reputational, for example.

There is the perception that creating a complete ERM program is monumental and institutions then tend to focus on certain pieces such as Cyber Security, or Compliance, or the Disaster Recovery Plan, and they are not looking at the “enterprise-wide” approach. They are missing opportunities to make their bank or credit union the best it can be. They are missing all the benefits of having a complete ERM program. So today I would like to share Ten Benefits to Having a Complete ERM Program:

1. Establish best practices enterprise-wide. When you create an ERM program, it forces you to look at your entire organization and many of the practices that get implemented are best practices that will help the organization overall, not just to mitigate a specific risk.
2. Increase efficiencies. The same way, as you establish new best practices, you find other ways of doing things and, as a byproduct, your institution becomes more efficient. Efficiency ratio is a key measurement of profitability and most are looking for ways to become more efficient.
3. Establish an ERM process. One of the best practices that you should establish is an “ERM process,” which means now you have a process to run new ideas through. For example, if you are thinking of adding a new division or a new product, you answer a series of questions such as “What are the new risks we will have by adding this new division or product?” and “How are we going to mitigate those new risks?” “Is the reward worth the new risks?” Going through this process will eliminate not only new unnecessary risks, but will also save your staff valuable time wasted on new products or divisions that may not be profitable.
4. Build the team. One of the best results of creating an ERM program is creating an ERM team. When creating an ERM team, carefully select one person from each area to represent that area and to bring their opinion and expertise to the table. This practice not only helps create a complete program but it also builds the team. Now each team member learns about other areas and learns the importance of each of those areas. They also see how the organization works as a whole, as one company.
5. Create awareness, enterprise-wide. When you establish an ERM program across the organization, employees learn about other areas and become aware of potential risks the company may encounter in the future. The program, as a byproduct, creates a “risk aware” culture. Everyone is looking out for the good of the company.
6. Opportunity to assess risk, enterprise-wide. The process of conducting a risk assessment organization-wide, uncovers risks that most owners/leaders had not thought about in the past. As you put in place mitigating factors, and educate the staff, you improve processes across the board and are able to eliminate some of the risks.
7. Prepare for the future. There is nothing like knowing your current risks and potential new risks to help you prepare for the future. The process of testing your processes, current systems, disaster recovery plan, or business continuity plan, opens your eyes to be prepared for the future.
8. Create accountability. The ERM team meets with regularity through the year (even as little as quarterly) and team members have an on-going list of monitoring and reporting tasks. Results of testing, running new products through the ERM process, and the reporting to the Board of Directors, creates continued accountability within the organization.
9. Educate and involve the Board of Directors. Very few community banks or credit unions have completed a Board Risk Appetite and Tolerance Statement. But this is a very important step to complete. This is the summary of all your institution’s policies along with the level of tolerance/risk you’re willing to take in the various risk categories. From here, you can sound the alarm when you are approaching the high level of tolerance in the various risk categories.
10. Create a sound infrastructure and a solid foundation. Putting in place a complete, yet simple, ERM program, in the end creates a sound infrastructure and a solid foundation upon which your institution will grow into the future.

Tell your story from the risk perspective. Once your ERM program is complete you will feel equipped to tell your institution’s story from the risk perspective—not just the credit risk perspective but from all potential risks you could possibly be faced with now and in the future.