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š˜šØš® ššš«šž š­š”šž š›šžš¬š­ šØš©šžš«ššš­šØš« š¢š§ š­š”šž š«šØšØš¦. š“š”ššš­ š¢š¬ šžš±šššœš­š„š² š°š”š² š²šØš®š« š„šžššššžš«š¬š”š¢š© š­šžššš¦ š¦š¢š š”š­ š›šž šŖš®š¢šžš­š„š² šœššš©š©š¢š§š  š²šØš®š« š š«šØš°š­š”. Leaders who built their careers on close control tend to hire people they can manage rather than those who will challenge them. Tom Hochuli is CEO and Board Member at Millrock Technology. On Active Ingredients, he shared the hiring philosophy that shaped his path from Army platoon leadership to CEO. When the CEO opportunity came, Tom worried his weak spot was commercial strategy. Running a 550-person site at Lonza had already given him the answer, since his leadership team was what won customers over, not the product. The commercial gap he feared had already been closed by the people he had put in place around him. The carousel previews his three-step hiring philosophy. š…š®š„š„ ššš«š­š¢šœš„šž š¢š§ š­š”šž šœšØš¦š¦šžš§š­š¬. Would you be comfortable hiring someone who could take your job? #ActiveIngredients #LifeScienceLeadership #ExecutiveHiring

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