When starting in a new company, or even a new role within the same organization, your success as a leader in the fast-paced consumer goods (or CPG) industry will heavily rely on your ability to build a high-performing team as quickly as possible. The first few months are critical, and the team you assemble will be instrumental in driving your vision forward, navigating challenges, and seizing opportunities in the market.
Assembling the right team is not just crucial—it’s often the defining factor between success and stagnation. A well-constructed team can amplify your strengths, compensate for your weaknesses, and provide the diverse perspectives necessary to thrive in today’s complex FMCG environment.
Here are five essential factors to consider when building your organization:
1. Align skills with strategic goals
Start by clearly defining your company’s short and long-term objectives. Then, identify the specific skills and expertise needed to achieve these goals. For consumer goods companies, this might include digital marketing prowess, supply chain optimization, or innovation in sustainable packaging.
2. Prioritize cultural fit and adaptability
In our rapidly evolving market, team members must not only possess the right skills but also align with your company culture and demonstrate adaptability. Look for candidates who show a track record of thriving in diverse environments and embracing change. Drawing from my experience partnering with Danone on a VP search and during a cultural transformation, we focused on identifying employees who excelled in the existing culture but also demonstrated the capacity to adapt to a more results-driven, pragmatic approach. This strategy proved effective in selecting team members who could successfully bridge the gap between old and new cultures, facilitating smoother transitions and driving positive change. By applying this principle, you can build a team that’s not only culturally aligned but also capable of evolving with your organization.
Charlie Cappetti, the President CIS/Eurasia/ Member of Executive Committee at Danone said, “Lauren has demonstrated an incredible ability to present candidates that fit with the company culture and seniority of the position. The good listening and understanding are followed by quick action. Efficient, fast and productive. A real pleasure to work with her!”
3. Balance specialist and generalist roles
While deep expertise is valuable, don’t overlook the importance of cross-functional thinkers. A mix of specialists and generalists can foster innovation and improve collaboration across departments.In the FMCG world, consider the value of ‘T-shaped’ professionals—those with deep expertise in one area (like category management) but broad knowledge across the business (understanding supply chain, marketing, and finance).
4. Emphasize emotional intelligence High EQ
This is critical in leadership roles. Seek out individuals who excel in self-awareness, empathy, and relationship management. These soft skills are often the differentiator in building cohesive, high-performing teams.In FMCG, where supplier relationships and retailer negotiations are crucial, emotional intelligence can make or break million-dollar deals.
5. Build a team that reflects a variety of backgrounds, experiences, and perspectives.
Diverse teams are more innovative, make better decisions, and are better equipped to understand and serve diverse consumer markets. Create an inclusive environment where all team members feel valued and empowered to contribute their unique insights. In FMCG, where consumer preferences vary widely, a diverse team can provide invaluable insights into different market segments and cultural nuances.
Building a high-performance team is an ongoing process that requires strategic thinking, careful selection, and continuous development. By focusing on these key areas, you can create a team that drives innovation, adapts to market changes, and delivers exceptional results in the competitive consumer goods landscape.
When building your leadership team, don’t solely rely on your internal talent team. Instead, seek counsel from a trusted advisor you’ve known for years—someone who has your best interests at heart. Internal talent teams, while valuable, may hesitate to challenge your thinking due to the seniority gap. An external perspective from a long-time confidant can provide the honest, unfiltered feedback crucial for making optimal hiring decisions.
Remember, assembling the right team is a complex task. Consider partnering with experts who understand your industry’s unique challenges and can help you identify and attract top talent aligned with your organizational goals. In the fast-paced world of FMCG, where product lifecycles are short and consumer trends shift rapidly, having the right team can mean the difference between leading the market and playing catch-up.
If you would like support with building your team, write us an email (info@ls-international.com) or call Lauren Stiebing on +1 985-334-0972.
By Lauren Stiebing, Founder of LS International