We are ready to bring in our first true executive department head to take over our sales and marketing department so I can step out of the daily weeds, but I am terrified an outside hire will destroy our culture and dilute our quality standards. How do we prepare the Accountability Chart and our expectations so this hire succeeds from day one?

Question

Tyler Smith · Accepted Answer

To bring in your first true executive hire without losing control, you must first define the seat, not the person. Many founders make the mistake of hiring a resume instead of filling a clearly defined structural need on the Accountability Chart.

Start by building the seat on your Accountability Chart with five clear roles and responsibilities. Do not write a generic job description. Define exactly what success looks like in this seat. Once the seat is defined, use the GWC™ tool. Does the candidate truly get it, want it, and have the capacity to do it?

When onboarding, you must let go of the vine. This requires trust, but trust is built through clear boundaries. Use your weekly Level 10 Meeting™ to keep them accountable to their numbers on the scorecard and their quarterly Rocks.

Do not micromanage how they do the job, but do not completely abdicate either. Monitor their metrics closely. If they are hitting their numbers and living your core values, your culture is safe. If they are failing, the scorecard will show it within weeks, allowing you to use the IDS® process to solve the issue before damage is done.