Get buy-in before adding to the executive team
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Making changes to the executive group, such as adding a new role, require careful management and cannot be done unilaterally by the CEO without the participation of the rest of the team.
Choose to go it alone and you can expect significant resistance and a dramatic lost in trust by your direct reports. You also miss a tremendous chance to have the team help with the development of the role, including the inter dependencies with other management functions.
First, a CEO must explain the thinking behind the need to change the team structure and seek help to define the new role and its responsibilities.
Its important to seek the input of each team member on an individual basis. Give all executives an opportunity to discuss the business outcomes of the new position and then work together as a team to finalize the role description.
In order to identify the best recruiting process for the new role, discuss the pros and cons of doing an internal search versus working with an external recruiter and demonstrate that a key position will require the help of external experts.
And to retain top talent, give anyone on the team who wishes to apply for the new job the opportunity to do so, provided they have the required skills, behaviours and experience to deliver results.
Finally, to further minimize resistance, give everyone the chance to participate in the recruiting process, including meeting potential candidates and having input to the final selection decision.
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Additional Reading: The Talent Masters: Why Smart Leaders Put People Before Numbers by Bill Conaty and Ran Sharan. If talent is the leading indicator of whether a business is up or down, a success or a failure (and it is) . . . do you know how to accurately judge raw human talent? Understand a person's unique combination of traits? Develop that talent? Convert what supposedly are "soft" subjective judgments about people into objective criteria that are as specific, verifiable, and concrete as the contents of a financial statement?
The talent masters do. During a forty-year career at General Electric, Bill Conaty worked closely with CEOs Jack Welch and Jeff Immelt to build that company's world renowned talent machine. Ram Charan is the legendary advisor to companies around the world. Together they use their unparalleled experience and insight to write the definitive book on talent-a breakthrough in how to take a business to the next level
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This month, our educational focus is How to Improve CEO/Board Dynamics.
Interested? If you are a CEO or executive (CFO, COO, CIO or VP Sales, Marketing or Human Resources), contact Nancy or click here for more information.
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 Mackay&Associates
Helping CEOs improve individual and organizational performance
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