Question For Company Founder And Owner

If your interview is with the founder or owner of the company, especially
if your position proposes to take on activities currently handled by
the founder or owner, you have a special challenging.

All the other question in this books are fair game, and will give you

good information. But the main challenge of working with a company

founder or owner is not in getting the job offer, but in succeess at

the job. If it does not  work out, often it won’t be because of performance

but because of the inability of the company founder or owner to

let go of the reins. Thus, the questions you ask in this circumstance

need to give you sharp information about fit.

Business histories shows that few companies founders have the skills to

manage the company when it gets past a certain size. Few such managers,

however, acknowledge this reality. One of your main goals in the

interview, then, is to try to determine how you will be able to work with

this individual and, by extension, his or her heirs, all of which have a

stake in the business. To satisfy yourself of the viability of the situation,

you are entitled to a much greater degree of latitude.

Company founders and owners have tremendous proude in the success

of the organizations they built. They will generally resist sharing their

organizations with anyone else. The big issue, then, is how willingly the

company founder or owner is prepared to adjust the company’s balance

of power and, perhaps, ownership. The question which follow are designed

to give you a clue about how flexible the company founder or

owner might be. The questions assume the candidate is interviewing for

a senior executive position, perhaps the COO to the founder’s CEO.

Use these wordings as the basis for customizing questions to your

unique situation:

What are the success factors that will tell you that the decision to bring

me on board was the right one?

This question starts the conversations off on the successive factors that you

will bring to the organization.

How would you describe the company you’d like to leave your heirs

in terms of sale, size, number of employees, and position in the

industry?

This opens the conversation about heirs and what impact they may have

on the negotiations.

Have you considered the degree to which you want your heirs to have

strategic or operational influence in the company until one of them is

ready to assume the role of COO or CEO?

If there is an heir waiting in the wings, this is a good way to start a conversation

about it.

If for any reason you were unable to function as CEO, how would you

like to see the company managed? Is this known, understood, and agreed

to by your heirs? Is it in writing?

Transition strategies, or more frequently the lacking of them, derail many

organizations. If a transition strategy exists in writing, you can have

some confidence that the organization is relatively mature in its governance.

To make our working relationships successful—something we both

want—we’ll need to be sure we have good chemistry together.How might

we determine this, and then what action would you see us engage in to

build that relationship?

This question alerts the CEO that one of your success factors is the relationship

between the two of you.

If you and I were developing some sort of philosophical difference, how

would you want to go about resolving it?

Here is a refreshingly candid question that goes to how inevitable differences

will be resolved.

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