Executive Decisions

More than a month after Director Jerry Berger’s retirement, Springfield Art Museum board members still are searching for his successor.

Three candidates were brought to town in October to meet city leaders, participate in a public meet-and-greet session and interview with the museum’s board of directors, but in the end, the board members didn’t find what they were looking for, said Collin Quigley, assistant city manager and interim art museum director.

The situation points to a simple truth: Replacing an organization’s top-level executive is difficult, and it requires time and effort.

The museum board likely will take a more active role in searching for a new director now, Quigley said, with setting a succession plan high on the list of priorities.

Succession planning has been de rigueur at CoxHealth, where on Jan. 1, Steve Edwards will take over as CEO, following Bob Bezanson’s Dec. 31 retirement.

Though the CoxHealth Board of Directors did create a formal search committee, Edwards was in line for the top job, said board Chairman Larry Lipscomb. Ultimately, Edwards was the best choice, based on his credentials, training, experience and familiarity with the health system, Lipscomb said, noting that Edwards’ father was once CoxHealth’s top leader, and the younger Edwards has been part of the system’s culture practically all his life.

Internal CEO promotions work well if done properly, said Lynne Haggerman, human resources consultant and owner of Lynne Haggerman & Associates LLC. Internal candidates must be properly groomed by working in positions throughout the company, learning it from top to bottom and taking on executive level responsibilities along the way, she said. Candidates also must invest time in making sure other employees will follow their lead once the promotion is made.

“The CEO is not the job you can just learn as you go,” Haggerman said.

CoxHealth isn’t alone in choosing to promote from within for its top spot, as evidenced by Scott Miller taking over as general manager of City Utilities of Springfield in June, succeeding John Twitty, who retired.  

Miller joined CU in 2002 and is its ninth general manager. He has a one-year contract, earning $295,000 plus benefits such as a car allowance.  

The search to replace Twitty started with a disagreement about the size of the committee charged with filling the role. Public Utility Board Member Dan Scott sent a pointed letter to the board’s executive committee regarding composition of the six-member search team, which effectively represented a majority of the full 11-member board. The process was expanded to include participation of all members.

Board of Public Utilities Chairman Patrick Platter said board members kept open minds when considering whether to choose an internal or external candidate for the post. In the pool of three finalists, two were internal candidates. The board unanimously chose Miller not only because of his internal experience but also because he had outside experience, previously working at The Dayton Power & Light Co. in Ohio.

Still, not all entities choose new leaders from within the existing work force. The Springfield-Branson National Airport, for example, selected Brian Weiler, who previously worked as multimodal director for the Missouri Department of Transportation. Following the April retirement of Director of Aviation Gary Cyr, Weiler took the top post Aug. 1.

Weiler was one of nearly 50 applicants, chosen from a pool of three finalists, including an internal candidate.

“We were looking for someone who exhibited the ability to promote and market our airport – to promote it to other airlines, businesses as well as people on the private aviation side,” said Airport Board Chairman Jim Enyart. As director of aviation, Weiler earns $119,658, comprising a base salary of $117,312 and an additional 2 percent that comes with being part of the city’s Department Head Occupational Series.

External hires bring fresh perspectives and ideas, as well as a fresh set of eyes to look at a company’s issues, Haggerman said. “If they have the character and can rally the troops, then it’s a win,” she added.

Hiring an executive from outside a company can fail, however, if the executive takes too long to learn about the company’s core business, she said.

“They can lose respect during the learning curve of the business,” she added.

With pros and cons to both internal and external hires, Haggerman said the key is finding the best fit for the job requirements.

“It’s all about qualifications,” she said. “If the person has those qualifications and is truly a strong leader, then (the transition is) going to be successful.”[[In-content Ad]]