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Finding the Pivot: How to Hire a New Manager

Do you have a plan in place for your company in the event that a senior management post suddenly becomes vacant? In a normal situation, it m...

Do you have a plan in place for your company in the event that a senior management post suddenly becomes vacant?

In a normal situation, it must not take the company a long time to fill in the open position. In case that a position arises, one of the managers or directors should easily slide into the position without any hiccups.

By @Comic24Derick

This process has many advantages, including that you are going to get someone who already knows and understands the culture of the organization.

Such an individual will easily fill the vacant position and ensure continuity of the business without much time to learn about the culture and vision of the business. In other words, you must have a continuity plan in place, in case of a crisis in management.

“Finding “the Pivot,” is what Harvard Business Review’s writer, Ram Charan calls it. “Boards should always have a viable pool of CEO candidates and, in case of a sudden succession crisis, a so-called name in the envelope.”

A company must understand that people come and go, but organizations must continue to operate. And when this happens, you must have a contingent plan to fall on to ensure continuity.

Have someone in your system who can seamlessly fill in the gap when it arises. Rather than recruit someone completely new from the outside, find a replacement who can ensure the business moves on.

“But when the moment of truth is imminent, directors who make great CEO picks set those lists aside. They start by understanding the current and future requirements of the job, zeroing in on the critical capabilities that will make or break the company,” said Charan.

Having people who understand your culture is important for the business. Let people know what you stand for. Don’t be shy to stand for what you believe in. Never change your culture to suit other people.

Yes, you can incorporate their comments and concerns, but values must always be respected. If you stick to those, they will win you more people in your company.

“Drive the culture you believe in,” said Sam Reese. “Invest in your culture as a differentiator to attract and retain the right talent. Ten years ago, especially when the economy sputtered, the way many executives talked about their teams was almost as if people had no other options.”

Although salaries can attract employees to a company, some may like a company that has a unique culture, so make yours different from the rest. Give your employees the freedom to express their abilities. 
In other words, you must have a continuity plan in place, in case of a crisis in management. (Image:
Don’t limit them to find their footing. Let them experiment, only then can they locate their right places. “That’s no longer the case. Employees are free agents. The most recent Vistage CEO Confidence Index Survey shows 56% of CEOs plan to hire in the next year.”

Tweak Your Biz continues to offer management tips. An article titled: 7 ways to run your small business like a big business CEO, underscores the need to measure, measure, measure.

“We always have been focused on this component, so it ought to be clear that we trust that if you are an entrepreneur that is not quantifying and observing your progress, you are doing an insult to your business,” said Saqib Ayaz.

“You may consider: what would I be able to screen and measure? We have a straightforward answer: anything you attempt to evaluate can be scaled, measured, and observed.”

A business needs to measure its progress. And to do so, you must be honest with yourself. Evaluate your business strategy and see where you are going wrong.

Don’t stay too long in your comfort zone. Stretch your imagination to the limit. Slide-out of your confines. Search for new avenues and concepts to grow your business. To do so, Sam Reese for Vistage advocates for every entrepreneur to challenge their perspective.

“Surrounding yourself with people who push you for clarity and offer differing points of view is a fundamental condition for success. This source of feedback should come from both internal teams and peers outside the office.

Carolyn Dewar, Martin Hirt, and Scott Keller said: “External stakeholders: center on the long-term ‘Why?’ Every CEO should know their company’s mission and values. Good CEOs know that these statements need to amount to more than slogans for office posters and use them to influence decision making and day-to-day behaviors.”

If you are a CEO, you are at the center of every decision that your organization may make. Each move you make must add value to the organization. Understand that the decision you make will affect you, the employees, and the customers that have put their trust in you.

The three writers for McKinsey added: “Excellent CEOs go further: they reinforce and act on a corporate purpose (the “Why?”) that involves not just making money but also benefiting society.”

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