A key step of building your executive team requires job descriptions. You need to determine the skills, experience and personalities for your team.
Make it Personal
Your job descriptions can be as specific as a particular person, or as broad as a general summary. For me, it was a blend of both – there were specific people I wanted on my executive team, and then there were some roles that I really didn’t know all of the specific traits I wanted, but I knew I needed someone who could take care of that general area of expertise. And when I was looking for them, I asked my trusted friends and advisors for their best recommendations – and they were able to help me develop a narrower description of what I needed.
Determine the Qualifications
For example, if you are planning on earning $1 million and investing it for your retirement, you probably wouldn’t go to the local bank and give it to the teller to invest it for you. Instead, you would look for a financial advisor who had a proven track record. You seek out the person who was successfully able to help clients earn the most investment income without taking dangerous risks. You would probably look for advisors with companies that were known by these traits: well-respected, financially successful and stable, winning honors and recognition for customer service, excellent performance and consistent results.
Find the Best Candidates for You
If I was going to find the best financial advisors, I would find some performance rankings for the best advisors at the best companies. I would find ranking lists that I could trust, studying how their companies are able to perform so well. I might post some questions on Facebook. I’d ask my trusted friends to make some recommendations. And I would make sure I knew what questions I needed to ask for when I conducted initial interviews of those who “made the list” of the best-fitting advisors I found.
Within your job descriptions, you need to list everything that you want to be met within these roles. Don’t worry about getting in trouble with the EEOC or the federal government about discrimination. You’re not going to make this as company policy and publish it for the world to see. This is all about building profiles and figuring out what you want. It may turn out that your final selection doesn’t meet every point on your profile. That’s okay. It may mean that you have to make a healthy compromise, or a decision where you will go with someone until you find someone better. That approach happens more often than you might think.