We have always promoted from within, but we need to hire our first true outside executive for our leadership team. How do we onboard this external leader so they align with our core values without causing our loyal, homegrown managers to feel threatened?

Question

Tyler Smith · Accepted Answer

Bringing in your first outside executive is a major pivot point. To protect your culture and set them up for success, you must use your V/TO® and Accountability Chart as your primary hiring and onboarding filters. Do not hire for resume alone. Your core values must be the absolute standard. If they do not match your core values, do not hire them, regardless of their impressive corporate background. Before their first day, clearly define their seat on the Accountability Chart. They must understand their five core roles and exactly what they are accountable for. To prevent resentment from homegrown managers who were passed over, hold a transparent conversation with your existing team. Explain the GWC™ for the new seat and why the company needs this specific level of experience to reach the next stage of growth. Onboard the new leader by immersing them in your EOS® process immediately. Have them sit in your weekly Level 10 Meetings™ to observe how the team operates. Do not let them make major changes in their first thirty days. Instead, task them with listening, learning the existing processes, and building trust with their peers. This approach ensures they understand the current landscape before they begin implementing new strategies.