I have always promoted from within, but we have reached a size where my homegrown managers are struggling, and I need to make our first external executive hire. How do I attract and select a true leadership-level peer who can handle our future complexity without alienating the loyal employees who built this business?

Question

Tyler Smith · Accepted Answer

Making your first external executive hire is a major test of your Accountability Chart. To do this successfully, you must first define the seat with absolute clarity before looking at resumes. Write down the five major responsibilities of the role and ensure the candidate must GWC™ the seat. Do not hire for where you are today; hire for where you need to be in three years when you are preparing for an exit. When evaluating candidates, use your core values as a strict filter. An external hire with an impressive resume who does not share your core values will destroy your culture and alienate your loyal staff. To ease the transition for your current team, involve them in the later stages of the interview process. Explain to your homegrown managers that bringing in an experienced leader will elevate the entire company and provide them with mentoring. Once hired, do not let the new leader reinvent your systems immediately. Require them to learn your current EOS® tools and run their department using your existing Level 10 Meeting™ structure first. This establishes respect for the work already done while setting the stage for them to scale the department.