Dealing with a general manager vacancy: what you should know about selecting a new chief executive.

• Author: Mashaw, John

Introduction

Powerful forces have been unleashed in the once-stable world of rural electrification. Fueled by the drive to be more competitive, wholesale restructuring and repositioning have altered traditional business patterns. Doing business in this environment is not for the faint-hearted. Managing in an environment of enormous pressure calls for individuals with skills attuned to the times.

The rural electric program still needs individuals with integrity, leadership and vision, strong communications and interpersonal skills, sound judgment and commitment to cooperative principles, just as it did during its first five decades. But new skills are also needed, such as entrepreneurial and conceptual abilities, sometimes referred to as being able to "think outside the box." Those skills are needed as never before if we are to meet our challenges head-on and find innovative solutions.

Expect the Unexpected

When the board is faced with finding a successor due to a normal retirement or because of some unexpected reason, it must be ready to act. What would your board do if the general manager announced that he had accepted a position at a larger cooperative and would be leaving in 30 days?

An up-to-date policy on Manager Search and Selection is a valuable tool. Should an unexpected vacancy occur, a good board policy will guide you through what would otherwise be uncharted waters. Be prepared to name an Interim General Manager who can run things while the board takes the time to thoughtfully consider the right approach. You may have someone on staff who can assume this responsibility. Another option is to retain the services of a retired general manager, who can manage the organization for the five or six months required to conduct a national search. NRECA can provide your system with the names of several seasoned individuals with the experience and skills you need.

Strategic Issues

The board should think about the future of the cooperative and identify the most important issues that must be successfully dealt with by the new general manager. Use that process to formulate an assessment of the ideal professional qualifications. Then, stick to your guns. Keep those competencies in mind as you prepare job specifications, write ads, read resumes and interview candidates. Before you make a final offer, assure yourselves that your top choice closely matches your original description.

Using Search Consultants

A professional search consultant can deal...