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Jason Rosenthal
@jasonr
1/ One decision that no CEO likes to think about but every CEO eventually needs to make is why, when and how to fire an executive.
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Jason Rosenthal
@jasonr
2/ While there is some great writing on executive hiring, as a first time CEO, I found myself piecing together the analysis and process in terms of when it was time to let someone go. https://a16z.com/2010/10/13/hiring-executives-if-youve-never-done-the-job-how-do-you-hire-somebody-good/
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Jason Rosenthal
@jasonr
3/ Here’s a simple framework & process to determine if the person you’ve hired can do the job you need them to do and, if not, how to exit them with high integrity and efficiency.
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Jason Rosenthal
@jasonr
4/ Start by going back to first principles in terms of why you decided you needed an executive to oversee the function in the first place.
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Jason Rosenthal
@jasonr
5/ Was it to: Create more bandwidth for yourself to focus on other aspects of the company? Scale a core function, like product or engineering? Build strength & subject matter expertise in specific areas such as sales/bus dev, legal, marketing or finance?
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Jason Rosenthal
@jasonr
6/ It’s essential that you’ve done your job as CEO during your new hire’s first weeks on the job including writing & sharing an onboarding plan and making time for regular 1-1s in order to answer questions & provide real time feedback & guidance.
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Jason Rosenthal
@jasonr
7/ However, if, after a reasonable ramp up period, the exec isn’t able to deliver on the first principles objectives for which you hired them, chances are that they’re not going to be able to execute at the depth, breadth, pace & quality required for success in the role.
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Jason Rosenthal
@jasonr
8/ Common symptoms include inability to: move at the speed the company needs, understand your tech at the depth required, or work effectively with the rest of the leadership team.
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Jason Rosenthal
@jasonr
9/ I’ve seen this failure mode occur often when execs who were superstars at large companies with well defined processes and infrastructure encounter the rawness and pace of a hyper growth startup in which the modus operandi is eat lunch or be lunch.
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Jason Rosenthal
@jasonr
10/ In these situations, the new exec needs to rewire their brain to learn, scale and execute at the depth and pace the job requires or they’ll need to go.
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moreReese
@morereese
I see this play out all the time at the company I’m currently working at. As an early (non-exec) employee, I’ve seen the failure mode play out almost every time we’ve brought in an exec or VP from a large company.
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