Corrections or additions?
Hiring a Management Team
Different people for different stages of business
Know what stage your business is in and hire accordingly, says
Linda Resnick, founder and personnel consultant for CEO
Resources, (610-565-9767, http://www.ceoresources.com).
"A company in its infancy, like a lot of E-Commerce companies,
and a company in its adolescent stage — each of those stages has
different kinds of employees that are appropriate. I think executives
get so enmeshed in doing stuff that they can’t see the forest for
For the latter half of this year, though, companies have been actively
seeking Resnick’s help in developing their management teams. "My
phone didn’t stop ringing last week," she says. "It’s times
like this that people take stock of where they want to be next year,
what are their strengths and stumbling blocks."
Resnick speaks on "Building an Effective Management Team"
at the New Jersey Technology Council’s meeting on Tuesday, January
11, at 4 p.m at Dialogic, located at 1515 Route 10 in Parsippany.
Call 856-787-9700. Cost $40.
Resnick, who grew up on Long Island, started in marketing and human
resources at Unisys (then Sperry). She received a BA in education
from Wheelock in Massachusetts, Class of 1964, and an MS from West
Chester University. "I got my experiential MBA in marketing at
Sperry," says Resnick.
In 1994 Resnick published "The Big Splash in a Small Pond,"
(Simon & Schuster, $11); a book about how to find a great job in a
small company. "I’m an expert in growing companies," she says,
"and there were so many people wanting to go into small companies
but they didn’t understand them and it wasn’t clear who the small
companies were. I focused on companies with under 100 employees,
that’s where most of the innovation is, that’s where a lot of new
products are developed."
Some tips from the headhunter on gathering a winning management team:
is more mature they can put in the specialist," she says.
out of your competencies, and get a role that you really are best
at," says Resnick.
are great business generators but they are bad at executing, which
means they need to get a stronger operations person," says
"Some could be good at technology but they don’t have a real good
sales manager." Ask the question: Has the company outgrown the
management team? Or, perhaps the team needs stronger individual
"A lot of companies looking to do IPOs may hire well-credentialed
people," she says. "They want to have a minted MBA from the
best school or someone who has been through the one of the big five
consulting firms. That’s fine, but you need balance. That may not
be the only strategy." The minted MBA, says Resnick, may not
advance your company’s growth internally.
especially if it’s tough feedback. "Learn from it, don’t just
dismiss it," says Resnick.
you have to have the appropriate recruiting process and
says Resnick. "Sometimes you want to outsource things, you may
use recruiters, or have a partnership with an executive search
must have a seat at the table because they are key to business growth
these days," says Resnick. "If they’re not sitting at the
executive table with marketing, sales, and finance, why is that?"
"In the last two years, the Internet and technology have become
key to every business," she says. "Now they have to be aligned
to the business strategy. The same is true for HR people — if
one of the key ingredients to a successful business is the talent
that you have, then recruiting and retaining has to be a strategic
"I’ve done some work on the west and east coast, and some of these
high-growth technology companies are working their people so hard
that they’re sleeping there to get through projects," she say.
"They’re burning out this talent pool."
Corrections or additions?
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