Finding the Right People and Raising Your Value to Avoid Being Eliminated

In a recent post the author reflects on a common question from a mid‑career professional facing possible layoffs: “What should I do first when starting a business?” The answer emphasizes finding the right person to work with, even if it’s just one complementary teammate.

1. Identify the right people – The right person should complement your personality and abilities, allowing the leader to act as a generalist who coordinates rather than executes every task. Effective hiring means recognizing whether a candidate is reliable, capable, and can help the company grow, rather than merely assigning tasks.

Good managers create an environment where employees feel a sense of belonging, leading them to work overtime or help out voluntarily. When the team is strong, the company’s growth relies on collective effort, not on a single individual.

2. Increase the cost of being eliminated – For those already leading a team, avoid being discarded by asking: Are my subordinates willing to follow me? Do they want to work with me? Can I lead them to create greater value? The higher the “cost” of losing you—through unique contributions, network connections, and influence—the less likely the organization will let you go.

The pandemic has intensified pressures on small‑to‑medium enterprises, making it crucial for leaders to demonstrate indispensable value to survive economic downturns.

3. The art of using people – A thriving team is one where members want to stay and the leader wants to keep them. Small businesses often suffer from “family‑style” management, making talent acquisition and retention difficult. However, when a leader focuses on hiring people with strong cohesion, the team becomes a powerful, hard‑to‑replace asset.

The author likens effective leaders to the historical figure Song Jiang, who succeeded not through sheer force but by mastering the art of managing people. Employees, likewise, should aspire to become capable contributors like Lin Chong or Wu Yong.

In conclusion, the article stresses that matching the right people with the right roles creates a stronger, more efficient organization, while mismatched hires generate negative feedback loops that can jeopardize the company’s future.