Finding a new director is a task with hundreds of unknowns
Finding a suitable candidate for the role of business director is a serious quest for the owner and his company. It is necessary to find a person with the necessary competencies, make sure that the hired manager is able to achieve the goals set before him and can conduct a constructive dialogue with the existing team. The issue of the owner's trust in the new employee and the availability of methods for reasonable control of his activities is extremely important.For ten years, the recruitment agency "Administrative Resource" has been specializing in the selection of managers. We find and attract the best specialists, and are ready to share our experience in this matter.
Market situation
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Experience shows that there is no set of qualities and skills that will allow one to recognize a good director. It is impossible to compile a universal checklist. The market dictates its own rules at each virtual phone number service specific moment in time. We see that today the most in-demand directors are generalists and managers with crisis management skills.
Adaptation of a business to difficult external conditions often involves mobilizing all resources in order to withstand and survive, developing in the same direction. Or it is a reorientation to new markets, a global reorganization, or even a radical change of direction. In these conditions, a manager must be able to assess the risks of investment projects, the feasibility of attracting borrowed funds, be ready to work in the terra incognita of new sales channels, and quickly and effectively solve financial and production problems. The director is a key figure in the organization's management system. He directs activities, bears personal responsibility for all business processes, and inspires the team. In conditions of turbulence, it is important for people to know that the management has a clear plan and an understanding of how to implement it.
Each company has its own unique situation, and a new director must be selected to suit the goals and objectives of the business.
Owner's Truths
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A lot of work has been put into a successful business, often created from scratch. The owner could live with this project for years, devoting all his time to the business. Complete immersion leads to the illusion of "everyone knows the company and of course they want to work here." Without belittling the merits of a particular business, we note that there are about a dozen similar companies around the world, for example, Google.
The new director should certainly make a favorable impression on the company representatives, but the opposite is also true - the company should be liked. The employer takes a risk by inviting a new person, but the candidate also risks making a mistake with the company, with the corporate culture, with the people. The same Google has introduced an interesting practice: there, during the interview, the manager gets to know not only the boss, but also the team, his immediate subordinates, because it is with them that he will have to "do business".
The ability of a company, as a living organism, to adapt to a change of leader is very important. The flexibility of business processes, the atmosphere in the team, the habit of a certain management style and other factors will affect the degree of success of the new TOP.
The owner's willingness to hand over the "reins of power" is one of the key factors. Delegating business management can be difficult, as internal unconscious resistance gets in the way. Externally, it manifests itself as the inability to resolve a number of issues that prevent the transfer of operational activities, or in the fact that all candidates are categorically unsatisfactory.
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The other extreme is over-expectations. It is assumed that the invited TOP will quickly solve all the problems. But one person, even an excellent specialist, will not be able to do something radical - a team for changes is needed.
Comparing the owner's wishes with the current state of the company will help avoid disappointment on both sides. Such an analysis is not always within the power of a person immersed in the problem. With the help of the expert approach of the Administrative Resource consultants , expectations and concerns will be defined and voiced, and based on a clear understanding of the situation, a comprehensive solution for hiring a key employee will be developed.
Implementation of the "new director" project
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At the preparatory stage, it is necessary to form a job profile and think through a mechanism for transferring authority, including control points.
Based on the business objectives, a list of competencies of the future head of the organization is formed. Will the new director be a Decision Maker or will he or she be engaged in operational activities and take on routine tasks? The answer is necessary for choosing a candidate. Perhaps at this stage, an expert opinion from the outside may be needed.
It is important for a professional to see a clearly defined and systematized area of responsibility. Concluding such an agreement will be useful for both the new employee and the owner. The former will be able to clarify the agreed powers if necessary, and the latter will remember many important details and nuances even at the agreement stage.
The transfer of powers occurs in stages, as the new director adapts. During the three-month probationary period, it will become clear whether he is able to cope with the company's daily tasks and whether he can achieve the set goals. The first tangible results should be expected in six months, they should be reflected in the figures of the financial reports.
How to control the director?
The new manager must know what key indicators will be used to evaluate his/her performance. Work efficiency increases when a specialist understands his/her tasks and goals, and also sees that his/her salary directly depends on his/her efficiency.
It is necessary to control the director, but there is no point in asking the top manager about every step. The position itself already presupposes a certain independence of the person, his right to make decisions independently. It is worthwhile to stipulate control points on fundamental issues in advance.
How to start trusting a new employee? Conduct a preliminary check, using all available channels. Talk to representatives of companies where the manager previously worked. Do not give all the power into one hand, use the principle of collegiality. If necessary, you can implement remote hidden control.
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