Charting the organisation
Last week at our staff meeting in the practice, I presented the culmination of weeks and weeks of work which is our new company organisational chart.
This is something we have been working on for about 18 months with some help and input from different people in order to get the structure of our practice and our business right to support the team we have.
We have a three year plan which will take us to round about 55 members of staff which is about 41 WTE (whole time equivalent) members of staff.
This is utterly crackers and insane but the most important thing is that the old way of looking after the team doesn’t work and we have to have a new one.
It seems the best way to do this is to cascade down the culture, the care and responsibility in a family tree called an organisational chart, where everybody knows their place and position, who they report to and who looks after them or who they look after.
Current thinking suggests that to have seven ‘reports’ or people who are reporting back to you is about the maximum you can cope with – ideally a little bit less.
This is not a design so that I can get rid of any responsibility that I have so I can put my feet up and count my money (haha) it’s to make sure everybody gets looked after properly within the business and has their needs met, emotionally, physically and from a development perspective.
I’m not showing the organisational chart here (come on the business course and you can see it there) but I can tell you that it’s been universally accepted within the practice because everybody now sees it as a game of snakes and ladders (with very few snakes)
You should try it, you should write your organisational chart for today and for five years time but before you do that you should read the ‘E-Myth’ by Michael Gerber because it’s all listed in there.
Blog Post Number: 1726