Dear Madeleine,
I am a regional president for a global services company. One of my executive team members recently retired, leaving rather suddenly as the result of an unexpected health issue. We interviewed some candidates to replace him but, ultimately, I took his recommendation to go with the person who had been his chief of staff/second in command.
She interviewed well, outlined her vision and plans, and referred to herself as “strategic” multiple times. She has a lot going for her. But she has been in the role six months now and is just not stepping up the way I had been led to expect. I’m not seeing the strategic capability I need.
I know I’ve been spoiled by having a mature, experienced executive team for a long time. But I find I have little patience when providing detailed direction to someone who I think should not need it at this level. I struggle to explain exactly what she should be doing differently, but I think I’ll know it when I see it.
There are days I want to just call it a bad hire and try again—but I also don’t want to waste more time getting someone from outside the organization up to speed. Part of me feels like I should give her a chance to prove herself.
We are located in South America, so things get slow with vacations, etc. She is out for the next two weeks, and I want to be ready with a plan when she comes back. Any ideas?
Disappointed
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Dear Disappointed,
At the risk of insulting you, “I’ll know it when I see it” is just not good leadership. It is possible your new person won’t have what it takes to succeed, but I can guarantee that if you continue to make her guess what that is, you will both be miserable.
The leap from second in command to executive in charge of an entire business function is notoriously fraught for anyone. Based on my experience coaching clients who have been promoted into executive roles, the biggest shock is that they are expected to make recommendations and decisions. Most people, prior to becoming a senior executive, have spent their entire careers enjoying the luxury of knowing someone else is responsible for making decisions that will be either the right ones or the wrong ones. Mistakes at this level have massive consequences, and to suddenly be the one potentially making them can be terrifying enough to cause paralysis.
In addition, I think it can be especially challenging to join an intact executive team that has been together for years. You all have a shared history, language, and way of operating together that will take a newcomer a while to learn how to navigate.
I have some ideas that will help you be ready for your newbie’s return from holiday and get you both on a promising trajectory.
I agree that bringing someone in from the outside will take more time than getting your new exec where you want her to be. It will solve some issues and present a set of new ones. Either way, there are things you will need to do for a brand-new person and/or your existing person.
1. Integrate the Person into the Executive Team
Work with your HR Business partner to create a new Team Charter that lays out the mission of your executive team, the exact roles of each team member, and the behavioral and communication norms you can all agree to. You had this with your former team: a set of implicit rules you all abided by that probably developed organically over time. It is so subtle you didn’t even realize what you had until it was gone—but if you want to get it back, you will have to be intentional about it.
If you are like most senior leaders you will find this kind of work unbearably tedious, but I promise it will be worth it. It will give everyone on your executive team a chance to reboot and create clarity about what is expected by and of each member of the team. For more detail about that, here is an eBook that may help. This will lay the foundation for the next step.
2. Find a Way to Express Exactly what a Good Job Looks Like
I know you struggle with practicing patience, which I can understand, but putting a little effort into articulating what you need will pay off. It will either provide the clarity your new executive needs to succeed, or it will provide you with the evidence you need to replace her.
To get the kind of detail required, ask yourself some questions:
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- What did your former exec do that made him so great?
- What did he not do?
- What are you hoping for that you are not seeing?
- What do you wish your new exec would do more of? Less of? Start doing? Stop doing?
- What needs doing that you take for granted and you think is obvious to everyone?
You have been a senior leader for so long, you and your team have forgotten how you got to be so competent. Consider these strategic management behaviors:
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- Articulating and sharing vision and overall objectives
- Formulating goals
- Assessing internal environment and external threats
- Creating action plans to achieve goals
- Planning organizational structures and resource allocation
- Process re-engineering
- Providing direction and support to one’s own team
- Being a role model for organizational values and culture
- Leading change initiatives
- Evaluating results and responding accordingly
Use this to create your own list. What is missing from this list? What is on this list that isn’t important to you? Hopefully, getting to this level of detail will help you identify the exact areas where your new executive is falling behind.
Once you have made it crystal clear to your new team member what you need from her, only then will you know if she will be able to rise to the job. Otherwise, you are expecting her to read your mind, which isn’t clear to begin with. I expect if you hired a new person for this role, you would find yourself with the exact same problem.
After you have done a little bit of re-chartering with your senior team and have made clear what a good job looks like, you will need to bolster your newbie’s confidence. It will take time for her to get her feet under her, to trust what she knows, and to develop the courage of her own convictions. If you have done your part, she will feel more integrated with her new peers and be able to hear and respond to your direction.
I hope, for both of you, that she surprises you.
Love, Madeleine
About Madeleine
Madeleine Homan Blanchard is a master certified coach, author, speaker, and cofounder of Blanchard Coaching Services. Madeleine’s Advice for the Well Intentioned Manager is a regular Saturday feature for a very select group: well intentioned managers. Leadership is hard—and the more you care, the harder it gets. Join us here each week for insight, resources, and conversation.
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