How to Get the Right People Doing the Right Things within a Team

Every team is like a puzzle—each person is a piece, unique in shape, skills, and instincts. But here’s the catch: a puzzle only comes together beautifully when each piece is in its rightful place.

For small businesses, where resources are tight and roles often overlap, this principle becomes even more critical. Having the right people doing the right things isn’t just about efficiency—it’s about fostering growth, fulfillment, and success for both the team members and the business as a whole.

But how do you know if your puzzle is put together correctly? The answer lies in understanding the instinctual archetypes that drive each team member’s approach to work, the perspective they bring based on their role and experience, and the delicate balance between capacity (time and resources) and capability (skills and gaps).

Misalignment in any of these areas can ripple through your organization, creating inefficiencies, stalling growth, and leaving team members feeling stuck or unfulfilled. The key to overcoming this challenge is clarity—clarity about who should be doing what and how to maximize the return on your most valuable resource: your people.

Let’s dive into how this clarity can transform your team, boost morale, and drive better outcomes for your business.

‍An important mention to Charlie Gilkey of Productive Flourishing. Christina studied with him several years ago and since then has further developed upon some of his ideas into these frameworks. She is grateful for his wisdom, inspiration, and mentorship.

‍Understanding Archetype Stages: How to Align Team Members with Project Roles

Every successful project and task moves through distinct stages—design, build, manage, execute, and maintain. Each stage requires a unique skill set and mindset, which is where archetypes come into play. By understanding the archetypes within your team, you can match the right people to the right tasks, ensuring the entire process runs smoothly. Let’s break down each stage and its corresponding archetype, so you can start identifying where you or your team members thrive.

1. Design: The Conceptual Strategist

The design stage marks the starting point of every successful project. It’s the phase where ideas take shape, strategies are crafted, and a clear vision is formed for what’s achievable. Here, the focus lies on understanding what needs to be done, clarifying the purpose, and determining the actions that will create the greatest impact.

Those who embody the Design Archetype thrive in this stage:

• They possess a sharp ability to quickly evaluate situations and identify what truly matters.
• They have a natural talent for seeing the bigger picture, understanding how various elements interconnect, and unraveling complexities.
• They flourish in roles that allow them to generate fresh, innovative ideas but may feel stifled if overwhelmed with routine tasks.

If you have a team member who gets energized by brainstorming, strategizing, and envisioning transformative solutions, they’re perfectly suited for the design phase. Their ability to think broadly and creatively can set the foundation for the entire project.

2. Build: The Problem-Solving Investigator

Once the vision is clear, it’s time to give it form. The build stage is where ideas start to take shape, whether through prototypes, outlines, or identifying the best systems and tools. Here, the focus shifts to what it will look like, what’s feasible, and what challenges need addressing.

Enter the Build Archetype—the ideal fit for this stage:

• They’re natural problem solvers who enjoy digging deep into research and testing solutions.
• They love tinkering with tools and exploring creative ways to make ideas tangible.
• They crave challenges and get restless sticking to one role for too long.

If you’ve got someone on your team who lights up at the idea of troubleshooting or optimizing, this is their zone of genius. They’re the ones who roll up their sleeves, dive into the process, and make sure the implementation gets off the ground.

3. Manage: The Mastermind Organizer

The manage stage is where projects gain structure and momentum. It’s all about creating detailed plans, overseeing progress, and fine-tuning each step to ensure everything runs smoothly. Key questions during this phase include: How will we get this done? Who’s responsible for what? What does success look like in the end?

The Manage Archetype shines in this role:

• They are the driving force behind progress, ensuring follow-ups are made, and milestones are achieved.
• They excel at connecting all the moving pieces—team members, resources, and deadlines—into a cohesive plan.
• They thrive on organization, analyzing data, and conducting retrospectives to extract lessons for future success.

If you have someone who loves mapping out schedules, coordinating efforts, and making sure no stone is left unturned, they’re a natural fit for this stage. Their ability to maintain focus and alignment keeps projects running like a well-oiled machine.

4. Execute: The Results-Driven Achiever

Execution is where ideas come to life. It’s all about turning plans into action, testing their effectiveness, and addressing any gaps or challenges along the way. The key questions at this stage are: Does it work? What can be improved? How can we make it more efficient?

The Execute Archetype is perfectly suited for this phase:

• They feel accomplished when ticking tasks off their to-do list.
• They quickly identify where processes or documentation lack clarity.
• They focus on optimizing workflows and finding efficiencies.

When it’s time to move from planning to doing, this archetype is the one who ensures everything gets done with precision and purpose. They bring energy and focus, turning strategies into real-world results.

5. Maintain: The Consistent Caretaker

Once the project is up and running, maintaining it is all about consistent execution. Delegation, troubleshooting new obstacles, and improving efficiency take center stage here. Key questions include: how do we keep this running smoothly, what needs updating, and how can we make it even better?

The Maintain Archetype is your go-to:

• They love checklists and thrive on productive routines.
• They excel with clear direction, training, and step-by-step instructions.
• They may struggle with ambiguity but flourish when provided with structure.

This archetype is essential for sustaining long-term success, ensuring everything stays on track, and finding small but impactful ways to improve over time.

How to Identify Archetypes in Your Team

Wondering how to pinpoint your own or your team members’ archetypes? Start by asking these questions:

• When you’re starting a task or project, what are your first or most resonant thoughts and questions?
• Which type are you naturally drawn to and have a gut sense of how to approach it?
• When you’re going back and reviewing the work, what does that look like for you?

Understanding these archetypes doesn’t just help align roles—it helps your team feel more engaged and empowered in their work. When everyone operates in their zone of genius, projects move faster, smoother, and with far better results.

‍EXAMPLES:‍

Practical Tips for Navigating the Stages

Understanding the archetypes and stages of a project lifecycle can improve efficiency, foster better teamwork, and lead to more refined outcomes. Here are some overarching tips to keep in mind when applying these concepts to tasks and projects, whether big or small:

‍1. Embrace the Iterative Process

‍Each stage of the lifecycle—design, build, manage, execute, and maintain—serves as an opportunity to refine and optimize. It’s not always a linear journey. Projects often require revisiting earlier stages to ensure the outcome aligns with the vision. For example:

• An idea may seem great in theory but may not hold up during execution.
• Insights gained in one stage, such as execution, might necessitate revisiting design or build to address gaps or improve functionality.

‍2. Recognize Strengths and Gaps

‍Not everyone excels in every stage, and that’s okay. Most people naturally gravitate toward certain stages while finding others more challenging. Understanding these tendencies helps you assign tasks and roles effectively:

• Designers may feel bored or unmotivated by the repetitive nature of maintain.
• Executors and Maintainers may feel overwhelmed by the strategic complexity of manage.
• Builders and Executors often need clear guidance from design to function at their best.
• Managers may struggle with the fluidity and unpredictability that sometimes arises in design.

Recognizing these patterns can help create a balanced team, ensuring all stages are covered effectively.

‍3. Tailor Resources to Business Maturity

‍The archetypes and stages you focus on should align with the current state of your business:

• Early-stage startups: Emphasize design (to define your vision) and execute (to bring your ideas to life quickly).
• Delegation-ready businesses: Focus on the build stage to create scalable systems. At this phase, usually the right person for this won’t be the person you need long-term. You might also need a supplemental expert who can help with design to get you where you want to be.
• Established businesses: Prioritize manage (to oversee processes) and maintain (to ensure long-term consistency and efficiency).

‍4. Know When to Skip Stages

‍While following all stages can lead to thorough results, there are times when skipping or streamlining is both necessary and beneficial:

• Pivoting focus: In design or build, you might realize the project isn’t worth pursuing and decide to eliminate it altogether.
• Beta testing: Early-stage startups or those testing a new offer should prioritize getting to execution quickly to validate the idea. Once validated, spend time refining in other stages.
• Tool-dependent projects: Sometimes, the build stage can dictate design, especially when digital tools or functionality significantly influence outcomes.

‍5. Avoid Over-Iteration

‍Constantly revisiting and changing elements across stages can create inefficiencies and frustrate team members:

• Strive to get projects to a state of “good enough” before handing them off to someone for management or maintenance.
• If you notice frequent changes, enforce a “full cycle” rule, requiring every stage to be completed before changes are made. Alternatively, set fixed timelines for changes, such as monthly or quarterly reviews.

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Perspective Levels In Organizational Structure

To ensure a company runs smoothly, it's essential to recognize and align the different perspective levels within the team. Each level has its unique role, responsibilities, and focus, and together they create a cohesive system for success. Let’s break down these levels in more detail:

‍Level 5: EXECUTIVE‍

‍Who they are: Founders, CEOs, COOs, CMOs, CFOs, and other high-level executives.

‍What they do:‍

• Develop and maintain the big-picture vision and strategy for the company.
• Focus on long-term direction, ensuring the company is on the right path to achieve its goals.
• Act as the ambassador and public face of the company, generating opportunities, partnerships, and visibility.

‍Key responsibilities:‍

• Define the company’s vision and mission while setting priorities for growth and innovation.
• Focus on activities with the highest value and ROI, delegating everything else to the team.
• Rely on feedback and insights from the team to stay connected to day-to-day realities while avoiding micromanaging.

‍Challenges:‍

• If they don’t delegate effectively, they risk being “in the way” of the team’s execution.
• If they lose connection with the team, they risk being “out of touch” with the company’s day-to-day operations.

‍Level 4: DIRECTOR‍

‍Who they are: Leaders of departments or major business areas, such as a Director of Marketing, Operations, or Product.

‍What they do:‍

• Translate the executive vision into actionable strategies and plans for their department or area.
• Collaborate across teams to ensure alignment and coordination.

‍Key responsibilities:‍

• Oversee metrics, KPIs, and high-level systems and processes to track progress and efficiency.
• Act as a bridge between executives (Level 5) and managers (Level 3), ensuring clarity and alignment.
• Provide support and direction to Level 3s while also reporting and collaborating with Level 5s.
• Identify obstacles and communicate solutions in a way that drives actionable change.

‍Challenges:‍

• Directors must “manage up and down,” balancing the demands of executives while supporting their teams.
• Success relies on strong communication, strategic thinking, and the ability to align the vision with execution.

‍Level 3: MANAGER‍

‍Who they are: Team managers, supervisors, or project leaders overseeing one or more individuals.

‍What they do:‍

• Organize, oversee, and manage day-to-day work for their team.
• Ensure tasks are completed efficiently and effectively while meeting quality standards.

‍Key responsibilities:‍

• Handle project management, including planning, delegation, and providing feedback.
• Act as a quality checkpoint by reviewing work and ensuring it aligns with company standards.
• Compile and deliver summaries and reports to Levels 4 and 5, keeping higher levels informed of progress.
• Support team members by clarifying expectations and troubleshooting issues.

‍Challenges:‍

• Managers often feel the need to jump into Level 1 or 2 work, which can create bottlenecks as the team grows.
• While they are well-suited for creating systems and documentation, they must empower Level 1s and 2s to take on more responsibility to avoid stalling company growth.

‍Level 2: ARTISAN‍

‍Who they are: Skilled specialists or experienced professionals who perform tasks requiring expertise or training.

‍What they do:‍

• Execute tasks that require specialized skills, creativity, or experience, often going beyond basic execution.
• Provide guidance and support to less experienced team members when needed.

‍Key responsibilities:‍

• Draft documentation and contribute to improving processes and tools for daily operations.
• Serve as a resource for Level 1 team members, offering expertise or stepping in when issues arise.
• Suggest and evaluate systems or tools that enhance workflows.

‍Challenges:‍

• Artisans must balance their role as independent contributors with being a backup resource for Level 1s without becoming overburdened.

‍Level 1: DOER‍‍

Who they are: Generalists or entry-level specialists tasked with getting things done.What they do:‍

• Complete tasks based on clear instructions, following guidelines, checklists, and SOPs.
• Focus on efficiency and effectiveness in their day-to-day work.

‍Key responsibilities:‍

• Execute assigned tasks, ensuring they meet quality standards.
• Contribute to documentation and training materials, often requiring review or refinement from higher levels.
• Learn and grow within their roles, with the potential to elevate to Level 2 as they gain experience and skills.

‍Challenges:‍

• They often require guidance and review from Level 2 or 3 to ensure their work meets standards.

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Comprehensive Tips for Understanding and Applying Perspective Levels

‍It’s rare to have each person operating within only one level all of the time. Usually they have 1-2 primaries and are splitting their time between multiple levels.‍

‍Even for micro size startups, you do have ALL of the levels, but there will be differences in prioritization and the split % based on resource allocation.

‍Below are examples and actionable insights to understand and apply the concept of perspective levels effectively:

‍Understanding Levels by Business Stage and Focus

‍Additional Considerations

1. Role Value vs. Level:
   • Service-based businesses rely heavily on skilled Artisans.
   • Commission-based roles, like sales, often outperform other levels in earnings.
   • Highly technical roles with niche specialties, education, or experience, such as: a senior engineer or surgeon.‍
2. Role Expectations:
   • Level 5 Executives: Must balance visionary thinking with realistic resource allocation. Spending too much time here without actionable follow-through is counterproductive.
   • Level 4 Directors: Should focus on directing and empowering teams rather than micromanaging. Clear communication up and down is essential.
   • Level 3 Managers: Need to strike a balance between managing and participating in tasks. Over-involvement in level 1 and 2 responsibilities creates bottlenecks.
   • Level 2 Artisans: Should avoid spending too much time on level 1 tasks. Their specialized skills are better used for complex problem-solving.
   • Level 1 Doers: Need adequate training and documentation to perform efficiently. Excessive reliance on management can be a sign the company is lacking the right SOPs or team.
3. Pitfalls to Watch For:
   • Level 5: Unrealistic ideas without resource alignment.
   • Level 4: Over-involvement in execution or underperformance on strategic priorities.
   • Level 3: Lack of delegation or ineffective communication.
   • Level 2: Burnout from doing lower-level work.
   • Level 1: Insufficient training and high dependence on oversight.

Key Questions for Decision-Making:

To maximize resources and effectiveness, always ask:

• What is it that makes your company great and stand out above your competitors?
• What is the biggest bottleneck where unblocking it would resolve a lot of other issues?

By maintaining clarity on these priorities, you can align team efforts with business objectives, ensuring sustainable growth and scalability.

Get the Right People Doing the Right Things

Is your team struggling to meet expectations or missing the mark on key goals? The problem might not be about effort—it’s about alignment.

Sometimes, the missing link is understanding how instinctual approaches and perspectives affect team dynamics. By uncovering each team member’s archetype—how they naturally approach tasks and projects—and evaluating the level of perspective they bring to the table, you can set your team up for success.

If you’re ready to dive deeper, we’d love to help. Book a complimentary consultation with one of our Strategists today. We’ll work together to identify misalignments, uncover hidden potential within your team, and create a plan to get everyone operating at their best. It’s time to build a team that works in harmony and drives results—starting now.