I have built my service business to five million in revenue with a handful of loyal supervisors, but I am still making every major decision. I am ready to make my first real, high-salaried executive hire to run operations, but I am terrified of misjudging their cultural fit or capability. How do I structure this first major leadership hire so I do not destroy our existing culture or waste a massive salary on someone who cannot execute?

Question

Tyler Smith · Accepted Answer

Transitioning from a flat organization to one with a true executive layer is a critical inflection point. To succeed, you must move away from hiring based on a resume and instead hire for the seat using objective tools. This prevents the costly mistake of bringing in a high-priced corporate executive who cannot function in an entrepreneurial environment.

First, define the seat on your Accountability Chart. Do not write a generic job description. Instead, list the five major roles this new leader will own. They must clearly understand what they are accountable for before they ever step into the building.

Second, evaluate candidates using the GWC™ framework. They must Get it, Want it, and have the Capacity to do the job. Capacity includes their conative approach to work. Use the Kolbe A™ Index to understand their natural method of operation. If you need someone to build structured operational systems, look for a leader with a high Follow Thru score. If you need rapid innovation, you may need a higher Quick Start score.

Finally, test for cultural fit by screening ruthlessly against your core values. Do not compromise on values for the sake of experience. A high-performing executive who does not share your core values will eventually alienate your loyal supervisors and fracture the culture you built.