Making the Pieces Fit

If those avenues don't work, CFOs can always fall back on their own Rolodexes. "In today's regulatory environment, it's crucial to have people in financial-executive positions who you can trust," says Mobility Electronics Inc. executive vice president and CFO Joan Brubacher, who networked with former colleagues in the Phoenix area the last time she had to look outside to hire a chief accounting officer.

Tell It Like It Is
Of course, the incoming executive does bear some responsibility, says Jack Ezzell, chief accounting officer for MarineMax. "Culture is really hard to train, but you also need someone who is willing to accept how the company operates," he says. Ezzell pairs up new executives at the Clearwater, Florida-based boating company with seasoned staff to show them the ropes.

They also have to realize that the expectations you set up front are based in reality, adds Marrero. "We start by telling people it's a very different, service-oriented organization," she says. And as a very small company, "we add that there will be times when you'll have to be hands-on. We are a team that pulls for each other, and new hires must be willing to pick up the slack."

Despite all best efforts, however, sometimes a person just doesn't fit in. "It doesn't matter how smart you are if you don't get along with others," says Clayton. As crucial as skills may be, they are just one piece of the puzzle.

Kate Plourd is a reporter at CFO.

Breaking In
How to Acclimate a New Finance Executive

• Jump-start relationships. Bring the new finance executive in before his start date to introduce him to key leaders in the finance department.

• Don't bury the past. Brief the new hire on her predecessor's team dynamics, interpersonal skills, strengths, and weaknesses.

• Stress comfort over speed. On Day 1 make sure the new hire has accommodations such as an office, working phone, and so on in place.

• Manage expectations. Explain to the incoming finance executive what constitutes success in his position and establish a time line for meeting specific goals.

• Assign a mentor. Designate someone as a mentor or cultural guide for the new executive's first 100 days.

Sources: George Bradt of Prime Genesis; Roddy Gow of Gow & Partners

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