At a certain level, you stop looking for a "role" and start looking for a mandate. For those in the upper tiers of management, a career move isn't about proving you can do the work - your track record already says that. It is about leverage. It’s about identifying the specific organization where your particular brand of operational wisdom is the missing piece of the puzzle. At Mills Thomas, we help you find the room where your expertise has the highest possible impact.
How to Evaluate Your Next High-Stakes Move
1. Identifying the Real Mandate
The biggest risk in a senior move is being hired as a "placeholder" rather than a "visionary." Before you commit your reputation to a new firm, you must determine if the board has given the role a genuine mandate for change. Are you being brought in to simply keep the seat warm, or do you have the authority to actually fix the structural issues you've been hired to address?
2. Architecture Over Execution
As you move into the later stages of your career, your value shifts from doing to designing. Success is no longer measured by quarterly tasks, but by the systems, culture, and succession plans you build. Your next move should be a "multiplier" - a role that gives you the autonomy to architect a legacy that outlast your tenure.
3. Sniffing Out "Organizational Debt"
Every high-level opening has a backstory. Whether it's board-level friction, a stagnant culture, or outdated infrastructure, you are likely inheriting "debt." A strategic move requires a forensic look at these hidden challenges. You need to ensure the scope of your authority - and your compensation - is commensurate with the weight of the "fix" you are being asked to lead.
The Selectivity of the Final Chapter
The more senior you become, the more expensive a mistake becomes. A move that lacks the proper authority or the right cultural alignment isn't just a waste of time; it’s a dilution of your professional brand. At this stage of the game, being highly selective isn't a luxury - it’s a risk-management strategy.