actually doing any interviews themselves. A Team Leads Example When you have a function that does need internal ownership by someone (like coaching of new hires), select a single person to be responsible for it, no committees. Make them a miniCEO of that function. Whether or not that person does the actual work isn’t important. What is important is they are responsible for it getting done—and better than before. For example, before I created my team leads and sub-teams system, I spent at least half of my time coaching and training new hires. As the team grew, I wasn’t able to give them and the veteran sales reps the time and attention they all deserved. When we moved to a team leads and sub-teams system, my sales team leads assumed 80%+ of the first few weeks of training and coaching for any new hire that entered their own sub-team. Each team lead ensured that the new hire ramped up on time over the first six weeks. I was free to coach the veterans on even more advanced sales skills. Everybody won: new hires got more training and attention, veterans got more attention from me, and I could spend my own time on higher value work (such as coaching veterans on their career path instead of teaching new hires how to use Salesforce.com). The team leads didn’t do all of the coaching themselves; they were responsible for ensuring a new hire on their sub-team was trained and coached. After that I would then come in and spend more time with them, when they were ready for more advanced one-on-one coaching. To align their goals with the goals of their sub-team, 20% of a team lead’s goals and compensation depended on the whole sub-team’s results. This 20% was extra compensation for taking on the responsibility of being a team lead. The other 80% of a team lead’s compensation depended on their individual sales performance. Some of the other functions that the sub-teams and team leads owned included: