If you run a 30 to 200 person company, you've probably done this: hired a senior leader to "take this off my plate." Four to six months later, they left, or you let them go.
Most founders blame the hire. In my experience, the problem is usually what they walked into.
This matters more now. Poaching and lateral hiring are expected to continue for leadership and niche talent. Replacing a leader is slower and costlier than keeping one.
1. Decision rights Make three columns: what they decide alone, what they decide and inform you about, and what needs your approval. Put ₹ limits on each.
2. A scorecard, not a JD A JD lists tasks. A scorecard lists 3 to 5 outcomes for the first 12 months, with numbers. "Reduce sales cycle from [60] to [45] days" is a scorecard line.
3. Team handover Tell the team, in your words, that they report to the new leader now. Then stop answering their questions about decisions the leader owns. Redirect every time.
4. A 90-day plan Day 30: understand and listen. Day 60: first changes. Day 90: first results. Hold a weekly 30-minute 1:1 with you, with the agenda set by them.
Questions founders ask me
"What if I don't trust them yet?" Start with a ₹ limit and raise it every 30 days as they deliver.
"Should I hire from a big company?" Only if they've built something at your size. Big-company leaders often expect systems you don't have yet.
"How do I know early that it's failing?" Three signals by day 45: the team still comes to you, the leader asks permission for things they own, and their key metric hasn't moved.
"I've already been hired and it's going wrong. Replace them?" Not yet. Run these 4 checks first. Usually one is missing.
Next step: If you're about to hire or replace a senior leader, book a 30-minute Leadership Systems Diagnostic Call. We'll map which of these 4 are missing in your company. Calendly
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