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First Days With My New CEO
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By Inspired Protagonist - June 4, 2009

Chuck ManiscalcoThere was no easing into the job. We just ended a 16-hour journey over two days focused on strategic planning. I sat next to my new CEO, Chuck Maniscalco, while he jumped into the multiplicity of challenges and opportunities we face. And whether he sat listening intensely, asking questions, or offering up a whole new way to think about what we were doing, I felt at ease, comfortable that this year-long search process had generated a wonderful result.

Chuck seems to fit into a company culture that at times is wild and uncontained, and at other moments deeply reflective. He is as comfortable discussing how we are going to change the role business plays in America as he is strategizing about new products.

I find we're comfortable with each other, a comfort that emanates from deep respect. I look forward to the way I believe we will collaborate together. I look forward to the contribution that I know Chuck will make and to the responsible company he'll help us build, one whose amazing results will prove that setting a higher standard makes for better business.

Comments
how did you select him?
Posted by anvor | Sat, Jun. 6, 2009

Jeff,

You can rightly toot your own horn about selecting this good man over all other candidates you must have considered. Can't you also share the details of the process of selection, at least in general terms, as example to others? It would be a service to all other progressive companies that believe they need to hire a CEO or some other executive.

Best,

Andrei Vorobiev

Reply to: How did you select him?
Posted by Inspired Protagonist | Mon, Jun. 8, 2009

The selection process involved several steps. The first was the development of a new job description for me as well as a job description for the new position, that included both the prior experience we were looking for as well as the personal characteristics that were essential (humility, compassion, strong leadership skills, introspective, team oriented.) I then made a list of the companies that had cultures that I thought would make a good fit with Seventh Generation (Quaker was one of them.)

Our recruiting firm, Heidrick & Struggles, compiled a list of potential candidates that included 70 people. Only those who appeared deeply aligned with our mission and values made it to the first interview. We wanted someone who excelled in areas that included: chemistry with me, high growth management experience, demonstrated strategic ability, self-reflective, motivated to lead a mission-driven company, demonstrated innovation, and commitment to corporate responsibility. There were about 16 people I met with face to face, and about 12 who came back for a second interview with me and with the Chairman of our Board.

After a year of looking, we found only one person who I felt was worthy of meeting our staff and full Board. (If we hadn’t found Chuck, we would have continued our search for as long as it took.)