We are ready to make our first outside leadership hire to own a major seat on our Accountability Chart, but we have never hired at this level. How do we define the seat so we do not waste money on a high-priced executive who fails?

Question

Tyler Smith · Accepted Answer

Hiring your first outside executive is a high stakes move. If you get it wrong, you lose six months of momentum and tens of thousands of dollars. The mistake most founders make is hiring for a resume rather than defining the specific seat first.

Before you write a job description or look at resumes, you must define the seat on your Accountability Chart. What are the five major roles this person must own? If you cannot list them clearly, you are not ready to hire. You must design the seat to solve a business need, not to fit a specific candidate.

Once the seat is defined, use the GWC framework to evaluate candidates. They must Get it, meaning they truly understand the culture and pace of an entrepreneurial business. They must Want it, meaning they have the internal drive to build rather than just manage. They must have the Capacity to do it, which includes the mental, physical, and emotional capability to scale the role.

Additionally, screen ruthlessly for Core Values. A highly skilled executive who does not share your Core Values will quickly alienate your legacy team and destroy your culture. Do not compromise on culture for the sake of a polished corporate pedigree. Define the seat, test for GWC, and hire slow.