The Adventures of Lee The SME Owner - 27.
Chapter 27 - Finding The Right GM
Now that Lee had committed to bringing in an external general manager (GM) to eventually take over the reins, the next challenge was finding the right person. It wasn’t a decision to rush, and Lee knew that the new GM had to fit not only the business’s needs but also its culture. This was someone who would be entrusted with the future of the company—someone capable of leading, growing, and maintaining the success Lee had built over decades.
Step 1: Define the Role
Before launching the search, Lee and John sat down to clearly define what they were looking for in a general manager. This wasn’t just about hiring someone with experience—it was about finding a person with the right mix of skills, attitude, and vision.
They drafted a detailed job description that outlined the key competencies the GM would need:
Leadership: The ability to lead and inspire the existing team, while bringing fresh ideas and energy to the business.
Operational Expertise: Knowledge of how to run a business efficiently, particularly in areas like supply chain management, production, and financial oversight.
Sales and Marketing Insight: Given the renewed focus on growth, the GM needed to have a good grasp of sales and marketing strategies to drive the business forward.
Cultural Fit: The GM needed to respect the company’s long-standing relationships with customers, suppliers, and staff. They would need to integrate smoothly into the team, without disrupting the business’s culture.
Growth Mindset: The ability to think strategically and plan for future expansion while managing day-to-day operations.
With the job description in hand, they could now look for candidates who fit this specific profile.
Step 2: Use a Trusted Recruiter
John recommended using an executive recruiter who specialized in finding leadership candidates for SMEs. Lee had some HR connections, but they decided that, given the importance of this hire, it was worth investing in a recruiter with experience in finding general managers for growing businesses.
They reached out to a recruitment firm with a solid reputation for placing leaders in industries similar to Lee’s. The recruiter worked closely with Lee and John to understand the business, its culture, and the long-term goals. Together, they set clear criteria for the type of candidate they were looking for, focusing not just on experience but also on soft skills like emotional intelligence, adaptability, and leadership style.
The recruiter’s role would include:
Sourcing candidates: The recruiter would tap into their network to find potential candidates with the skills and experience Lee needed.
Screening: They would pre-screen candidates to ensure they met the basic criteria before presenting them to Lee for interviews.
Facilitating the process: The recruiter would handle scheduling, negotiations, and communications throughout the hiring process.
Step 3: Tap into Lee’s Network
While the recruiter handled the formal search, Lee and John also made use of their own networks. Lee had spent decades in the industry, and over the years, he had met many talented individuals. There could be someone within his wider professional circle who was ready for a step up into a GM role.
They discreetly reached out to trusted contacts, letting them know about the opportunity. Sometimes, the best candidates come from personal referrals—someone who may not be actively looking but could be the perfect fit if the opportunity presents itself.
John also encouraged Lee to be open to unconventional candidates—those who may not have a typical background but have the right attitude and adaptability to grow into the role.
Step 4: The Interview Process
Once the candidates started coming in from both the recruiter and Lee’s network, it was time to conduct interviews. But this wasn’t just about asking standard interview questions—Lee and John needed to be sure they were assessing the candidates not just for their technical skills but also for their fit with the company.
Here’s how they structured the interview process:
Initial Screening: The recruiter would conduct the first round of interviews, focusing on the candidate’s experience, qualifications, and overall fit for the role. Only those who met the core criteria would move on to the next stage.
Team Interviews: Once the field was narrowed down, Lee and John decided to involve the management team in the interview process. Bill, Susan, and Tracey would each meet with the candidates to assess how they would fit within the existing team. This step was crucial to ensure the new GM wouldn’t disrupt the team dynamics.
Cultural Fit Assessment: John had always stressed that finding someone who fit the company culture was as important as their technical abilities. Lee spent time with each candidate informally—lunches or coffees—so he could gauge whether they had the personality and values that aligned with the company. He wanted someone who would respect the company’s history and values, while also bringing fresh ideas.
Final Interviews: Once the field was narrowed to two or three candidates, John and Lee conducted final interviews. These were more focused on strategic thinking, problem-solving, and how the candidates would handle key challenges the business was facing.
Step 5: The Transition Plan
Once Lee found the right person, they would begin the transition process. This wasn’t going to be a quick handover—Lee wanted to make sure the new GM was fully prepared to take over before stepping back completely.
The transition plan was clear:
First Six Months: Lee would work closely with the new GM, guiding them through the daily operations, introducing them to key clients and suppliers, and showing them how the business worked at a deeper level. They would make decisions together, with Lee still holding the reins but giving the new GM increasing autonomy.
Second Six Months: Lee would start stepping back, letting the new GM take on more responsibility. Lee would still be available for advice and problem-solving, but he would let the new GM take the lead on most decisions. This period would test their ability to run the business independently.
Twelve Months and Beyond: After a year, Lee would fully step back, leaving the new GM in charge. He would remain available as a consultant, but his involvement would be minimal, allowing the GM to lead without interference.
The Search Begins
As the search began in earnest, Lee felt a mix of excitement and apprehension. It was a big step, but it was also the right one. He had built something worth protecting, and finding the right person to take over was the key to ensuring that his business thrived long after he stepped back.
John reassured him. “This process takes time, but when you find the right person, it’ll be worth it. And remember, you’re not handing over the reins immediately—you’ll have plenty of time to make sure they’re the right fit.”
Lee nodded. “I know. It’s just strange to think about someone else running the show.”
“You’ve done an incredible job building this business,” John said. “Now it’s time to set it up for the next phase. The right GM will see the value in what you’ve created and build on it.”
And with that, the next chapter of Lee’s business journey began. The search for the right leader was underway, and with a clear plan in place, Lee felt ready to take the next step.