Layering a Team Member (the new Exec is hired)

C.U.B.E. for Conflict

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Best Practices for Layering a Team Member (the new Exec is already hired)

  • Ideally have this conversation in the morning early in the week. It gives them time to adjust to the new reality without stewing over the weekend.
  • Share any important context, e.g. “I see how hard you are working and what you’ve accomplished.” 
  • Name the elephant. “John, I have decided to hire a CRO. It doesn’t change your role or title. I’m 95% sure, I’d like you to report to them.” 
  • Apologize that you didn’t include them in the recruiting process and explain why they weren’t included.
  • Clarify that the hiring decision has been made,  but what is still to be decided, e.g. reporting relationship, team budget, etc.

C

REATE CONTEXT & OBJECTIVES

  • Appreciate them for their contributions. Explain that this decision is not a function of their strengths and weaknesses. It’s likely more a function of your competence to manage that person.
  • Let them know that you are committed to their success, willing to invest in their development and their career, and want to make the transition smooth for them in a way that protects their dignity. Let them know if you’ll continue to have 1:1s with them, be available for conversations, etc.
  • Ask them if there is anything that they want to share with you. Listen to and appreciate their view even if it’s inaccurate.

NDERSTAND EACH OTHER’S WORLDS… THEIR WORLD FIRST

U

  • Brainstorm options for: 
Their role.
The transition and how to make it smooth.
Communications, e.g. how the larger team and their team will be informed, preserve their dignity, etc.
What they can learn from the new manager.

B

RAINSTORM OPTIONS

ND WITH COMMITMENTS

  • Appreciate how the person is handling the conversation. 
  • Decide and fully align on clear next steps. 
  • Schedule a follow up meeting for the next day to check-in. In that meeting, ask them to inform you if/when they are going to look for a new job elsewhere.

E

Common Mistakes for Layering a Team Member (the new Exec is hired)

  • Not being clear up front that the decision has already been made and that you already hired the person
  • Breaking their trust by not letting them know earlier or not including them in the recruiting process. At least apologize for this.
  • Telling too many execs before you tell them. You don’t want them to find out from other people that you are layering them.
  • Not knowing the specifics of what you can offer them, e.g. title, compensation, role, incentives, role in recruiting, etc.

C

REATE CONTEXT & OBJECTIVES

  • Not taking responsibility for any role you may have had in their failure or why you are taking this action.
  • Not empathizing with their emotional response even if you disagree with their perspective, e.g. you didn’t give them enough time to prove themselves.
  • Thinking that they will be logical and be able to hear your reasoning.
  • Not being able to be compassionate, their anger or upset.

NDERSTAND EACH OTHER’S WORLDS… THEIR WORLD FIRST

U

  • Underestimating the importance to them of next steps and retaining their dignity: title, participation in meetings, or how the team will learn (communications)

B

RAINSTORM OPTIONS

  • Not letting them know you support them on the personal level even if their role or reporting relationship is changing.
  • Not being clear about next steps and checking in.

E

ND WITH COMMITMENTS

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