Rising from Within: The Art of Shapeshifting

By Tracy McMillan, CEO and Managing Partner

In any organization, the transition of an employee from peer to C-suite – or C-suite to CEO — can be a balancing act. Subject matter expertise alone is not enough. We encounter internal candidates in well over 50% of the searches we conduct. To kick off our new CEO leadership series, we sat down with Bill Lynch, President of the Specialty Food Association (SFA). Like nearly one-in-four CEOs, Bill was an internal candidate.

Over 25 years, he transitioned from the C-Suite — where he served as both Chief Tradeshow Director and Vice President of Engagement & Experience (VPE&E) — to interim President and finally, permanet President. Bill called on various strategies to navigate his tenure, illustrating absolute need for internal c-level candidates to be — above all else — shapeshifting heroes.

A Strong Foundation

“Often the business landscape feels like a roller coaster ride that was created by some sort of mad scientist,” laughs Bill. “It's got its unexpected twists and turns and being adaptable allows you to pivot strategies to stay on track, even when the ride gets wild.”

Inspired by two educator parents, as well as his high school and college football experiences, Bill internalized the concepts of camaraderie, teamwork, and collaboration early on. He then devoted his life and career to serving others. “Staff are not in service of me; I am in service of them,” he is fond of saying.

Beginning with SFA in 1999, he worked in areas across the organization, forming a strong knowledge of the organization and advancing every three-to-four years, always with ambition to grow. “Conduct yourself as if you are in the role you want to be in,” he shares.

Watershed Moment

Bill’s promotion to VPE&E was a turning point: it positioned him as a direct report to the President and collaborating with 16 Board members. All were industry leaders and business owners. With access to these great minds, he paved the way for growth and learning.

Many board members provided guidance and advice, and this exposure to the Board is critical for any strong internal candidate. Bill’s VP role afforded him exposure to business strategy while helping him gain a better sense of how SFA’s business approach would evolve.

Quick Transitions

“Sometimes the best opportunities arise unexpectedly,” cites Bill, recalling when he was approached by the Board to serve as Interim President after his predecessor parted ways.

They needed someone to focus on fixing a bruised culture, and since assuming the VPE&E role, Bill had been “mentally putting himself into a position to ascend further in the organization.”

The president role was the next logical destination.

Bill served as interim for nearly five months and it wasn’t easy. “I felt like every day was a job interview,” he says. “I suffered initially with impostor syndrome and carried a bit of healthy fear that I was in over my head … I was suddenly expected to have all the answers!”

It’s Okay Not to Know it All

Interim executives must give themselves grace, space, and time to move from single dimensional leadership to a breadth of responsibilities including strategy, finance, operations, and culture. Bill went from having one boss throughout his career to reporting to the 16 members of the SFA Board. “I became an expert listener and an ardent observer,” he says.

In the three years since Bill was promoted to permanent President, he and his Executive Leadership Team have accomplished quite a bit, including:

• Recruiting and retaining a cohesive and collaborative leadership team
• Cultivating a productive relationship and governance structure with legacy and new Board members
• Partnering with Board and Staff to create a new strategic plan
• Markedly improving SFA’s Culture

As we wound down our conversation, Bill provided insights he hopes new and existing CEOs will find helpful:

1. Form a Personal Advisory Board. No one should have to go it alone. Surround yourself with a trusted group of individuals from whom you can gain insight, support and accountability. These mentors, peers – and even subordinates – can offer advice on career goals, relationships, personal challenges and more. Regular meetings can provide a structured space for open dialogue, helping you navigate the leadership journey with greater confidence and clarity.

“That honest feedback, support and diverse perspectives have been really valuable in helping guide me through some really tough decisions that I've had to make over time,” says Lynch. "If there's any regret, it's that I wish I would have put that in place much earlier in my journey as President.”

2. Get an Executive Coach. Lynch is also a big fan of executive coaching, something he still engages in. "It might be cliche, but sometimes it does feel lonely in this position, because there's certain things you can't talk to your Board about or your staff, and there's only so much my wife and kids want to hear, so yeah, coaching to me has been so valuable and incredibly important,” shares Lynch.

He says it’s “helpful to have someone to bounce things off and for different perspectives and inputs and actionable items that you can take and try out and report back on. You know, adjust as things evolve.”

This leads us to our next point...

3. Nurture your Skillsets. Continual reflection and adjustment are essential - and not just to address unknown issues that come to light after a start date. Leaders must regularly nurture their skills and knowledge to stay ahead of the curve. In addition to a personal advisory board and executive coach, taking leadership courses, join relevant local organizations and/or attend industry conferences. This will help you in areas where you may fall short and will expose you to more peers and fellow CEOs with whom you can bond and befriend.

4. Set Healthy Boundaries. There’s always going to be work to do and emails waiting. Most executive-level professionals could work themselves silly, but it’s important to keep up your personal physical and mental health. “I have to be really disciplined about my time,” says Lynch. “Otherwise, I could be working all day and night.” Making time for your family, pets and hobbies will help you to be a more effective leader. You need that time for your personal health and wellness and should encourage others to do the same.

“I try to be very efficient and effective during my work hours, but when work is done, it's done. And I even have a little tagline in my email that says, essentially, I'm not expecting others to respond to me beyond work hours,” says Bill.

We hope you enjoyed the first in our CEO leadership series. Shifting roles, particularly as an internal candidate, requires a certain finesse for navigating organizational dynamics, managing expectations, and building new relationships. Learn more about Specialty Food Association and connect with Bill on LinkedIn.