First Who, Then What: Why Great Leaders Focus on People First

“If we get the right people on the bus, the right people in the right seats, and the wrong people off the bus, then we’ll figure out how to take it someplace great.” —Jim Collins, Good to Great

The Simple Truth That Great Leaders Understand

As a leader aiming to create a great company, start a new path, or build a strong team, you must answer one key question before focusing on strategy, vision, or goals:

Who’s on the bus?

In Good to Great, Jim Collins introduces a deceptively simple principle that has transformed how business owners, nonprofit leaders, and department heads build organizations that last:

“First Who, Then What.”

Before you decide what to do, decide who you’re doing it with.

Most people assume the journey starts with a compelling vision or detailed strategy. But great companies are built differently. They start with the right people in the right roles, doing the right thing—together. That’s what creates productive teams, consistent results, and lasting impact in a changing world.

Why “Who First” Is the First Step Toward Greatness

Let’s be honest—your strategy can and will change. Markets shift. Goals evolve. The direction you're heading today may not be the same tomorrow.

But when you’ve got the right team members—people who share your values, show up with inner drive, and embody a strong work ethic—you can adapt, pivot, and thrive no matter what comes your way.

Here’s what Collins and other leadership thinkers have discovered:

• If you have the right people, you don’t need to spend time motivating them.

• If you have the wrong people, even the best strategy won’t get you where you want to go.

• A great vision is irrelevant without great people to carry it forward.

Think of it like this: Vision is the map, but your team is the engine. Without the right engine, even the clearest map won’t help you reach your destination.

A New Way to Think About Leadership Incentives

One of the most surprising insights from Collins’ research is this:

It’s not about how you pay people—it’s about who you pay.

Incentive systems won’t fix people's problems.

You can’t pay or promote someone into being the right fit. What matters is whether you have the right person with the right character in a key role. The best leaders aren’t driven by perks—they’re driven by purpose.

When you get the right people on the bus:

• You won’t need to constantly monitor performance or create elaborate accountability systems.

• You can trust that they’ll do a great job, not for applause, but because it’s who they are.

• You’ll create a team that performs well over time—not just for the short term.

Be Rigorous, Not Ruthless

This is where many leaders get it wrong. They confuse being rigorous with being ruthless. Collins makes this clear: being rigorous means applying clear standards consistently, not cutting people down to appear decisive.

“The only way to deliver to the people who are achieving is to not burden them with the people who are not achieving.”

Rigorous leadership protects your highest performers. It creates clarity, not chaos. It removes ambiguity so the right people can thrive.

Here’s what that looks like in practice:

Practical Discipline #1: When in doubt, don’t hire—keep looking.

Never compromise on values or character just to fill a seat. A great start begins with the right people, not the fastest hire.

Practical Discipline #2: When you know a change needs to happen, act.

The moment you feel you have to manage someone tightly, you’ve likely made a hiring mistake. The longer you wait, the more it costs your productive teams—and the individual who’s in the wrong place.

Holding onto the wrong people keeps you from finding the right fit.

Practical Discipline #3: Put your best people on your biggest opportunities, not your biggest problems.

Don’t turn your highest performers into firefighters. Give them the space to build, innovate, and lead forward.

Character Over Credentials

One of the most powerful truths in Collins’ research is this:

“Whether someone is the right person has more to do with character traits and innate capabilities than with specific knowledge or skills.”

In other words, hire for who they are, not just what they know. Skills can be taught. Integrity, drive, and humility cannot.

That’s why great organizations invest substantial time in their people decisions, especially early on. They understand that building a great team is the foundation of everything else.

The Bus Metaphor in Action

Let’s revisit the metaphor: You’re the bus driver. You’re setting the course. But your first responsibility isn’t plotting the route—it’s deciding who gets on the bus, and where they sit.

Ask yourself:

• Do I have the right people on the bus?

• Are they in the right seats?

• Do I have any wrong people who need to get off?

If the answer is no, it’s time to take action.

Don’t wait for the next crisis to course correct. The first step toward organizational success is surrounding yourself with people who are capable, committed, and aligned with your core values.

What This Means for You

Whether you're leading a creative enterprise, managing a team in the nonprofit world, or trying to build a great company from the ground up, your greatest challenge and greatest opportunity are the same: People.

Don’t let your vision outrun your team. Don’t let a good job prevent you from doing an exceptional job with the right team. Don’t mistake busyness for progress.

Remember: the best results come from getting the best people in the right roles—and keeping them there.

Reflect and Act

Take a few minutes to reflect on your own organization or team:

• Where are your people decisions thriving?

• Where are they holding you back?

• What’s one key seat you need to fill—or realign—this month?

Clarity starts with courage. And leadership begins with people.

Let’s get the bus moving in the right direction.

Books by Jim Collins:

1. Good To Great

2. Built To Last

3. How The Mighty Fall

4. Great By Choice