President/CEO Matching Requirements to Specific Context

Start-Up	Thrust of the Job	Characteristics of the Candidate
High financial risk Limited management team depth and breadth Little organization, systems and processes Endless work to get accomplished Multiple priorities and obstacles Generally insufficient resources to satisfy all demands Embryonic relationships with suppliers, customers and general business ecosystem Firm’s culture reflects personality of founder	Create/continually refine vision of the business Establish/refine/validate business model Establish core technical and marketing expertise Build management team Drive early adoption/market validation Make things happen Carefully manage relationship with founder Survive	Vision of the finished business Hands-on orientation: a ‘doer’ who leads from the front In-depth knowledge in critical technical and/or markets Organizing ability Staffing skills Team-building capabilities – can inspire followership High energy level, stamina Optimism/Resilience Personal magnetism: charisma Sales capabilities – internal and external Highly adaptive Broad knowledge of all key functions Creative/Improvisational Frugal Attention to detail – owner mindset Understands characteristics of founder-led businesses

Rapid Growth – Scaling	Thrust of the Job	Characteristics of the Candidate
Moderate to high financial risk New markets, products, technologies Multiple demands and at times conflicting priorities Rapidly expanding organization Inadequate managerial/technical/financial resources to meet all demands Unequal growth across sectors of organization Likely shifting power bases as growth occurs Constant struggle between executing current work and building support systems for the future Processes, systems strained or simply not adequate Founder(s) may or may not still be involved – context can be delicate	Increasing market share in key sectors Managing rapid change Building clear vision of the future Building capacity for growth Judiciously add process as the company can absorb it Add overall maturity but not at the cost of entrepreneurialism Building brand	Excellent strategic and financial planning skills Clear vision of the future Ability to balance priorities, ie. stability versus growth Organizational and team building skills Moderate – high risk taker High energy level Excellent staffing skills Still hands-on with a bias for action but brings professional management skills and knowledge of processes to the table Experienced in the specific journey from the present to the future

Mature/Slow Growth	Thrust of the Job	Characteristics of the Candidate
Controlled financial risk Main products/services viable and profitable Unattractive industry in long term Possible need to invest selectively, but major new investments may not be worthwhile Internal organizational stability Moderate to high managerial, technical competence Adequate systems and administrative infrastructure Acceptable to excellent relationships with suppliers, customers and environment	Efficiency/Optimization Stability Succession Sensing signs of change Extract value	Technically knowledgeable: Knows the business Sensitive to changes: Ear to the ground but operates within the box Anticipates problems Strong administrative skills Oriented to systems Strong relationship orientation Recognizes need for and nurtures management succession and development Oriented to getting the most out of the business: focus on efficiency more than growth Low risk orientation Professional manager

Turnaround/Stuck	Thrust of the Job	Characteristics of the Candidate
Time pressure for results Need for rapid situational assessment and decision-making Poor results but business perceived to be worth saving Weak or weakening competitive position Eroded morale: low esteem/cohesion Inadequate systems: Possible weak or bureaucratic organizational infrastructure Strained and eroded relationships with suppliers, customers and environment Lack of appropriate leadership: period of neglect/decline Limited resources: Skills shortages: some incompetent personnel	Rapid, accurate problem diagnosis Fixing short term and ultimately long term problems	Take charge orientation: strong, decisive leader Strong analytical and diagnostic skills, especially financial Excellent business strategist High energy level Risk-taker Handles pressure well Good crisis management skills Good negotiator

About the Author

Robert Hebert is the founder and Managing Partner of StoneWood Group Inc., a leading executive search firm in Canada. Since 1981, he has helped firms across a wide range of sectors address their senior recruiting, assessment and leadership development requirements.

Contact Robert by email at [email protected] or call (1) 416-365-9494 EXT 777

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