Intangible...the quality of the company is directly proportional to the quality of the CEO.

 2. Understand the distinct competencies for each position of the management team and then hire for these competencies.  For example, for a CFO, competencies might include 15 years financial experience, five within the industry, at least five at the management level, etc.  Hiring for specific competencies keeps the process objective.

3. Diversify personalities of the team members to achieve the 360-degree view of the company.  A coach, consultant or Human Resources specialist can help sort this out with various personality profiles.

4. Hire the right personality for the position and the competencies.  Does each position require detail orientation or the big picture?  Is it a people or task-oriented job?

5. Diversify management styles.   While companies generally hire other executives who follow the style of the CEO or leader, more insightful discussions take place when members use more than one style and can bring varying perspectives to the table.

6. At the executive level, all positions require people and organizational skills, such as the ability to talk in front of a group, sell an idea, communicate in writing, lead a meeting.  However, each function has idiosyncrasies so put leaders in positions where each demonstrates credibility in these areas.

7. Be aware of team energy.  Which members bring energy to the group and motivate others?  Do some members take energy away and cause dysfunction?

8. From an emotional intelligence viewpoint, ensure that all team members rate highly in self-awareness and self-management.  They may complement each other in organizational awareness and relationship development.

9. Not everyone on the team needs vision.  Generally, the CEO provides the most insight into vision.   The visionary may be a different person, however.  If it is not the CEO, the visionary leader must have credibility.  And the less visionary members of the team will provide an checks and balances to the team.

10. Find a sounding board.  Ask other executives, peers, a Human Resources specialist and/or a coach or consultant to provide insight into picking the right people for the team as well.

11. Lastly, use the CEO Council that Jim Collins talks about in Good to Great (and it is also discussed by Verne Harnish in Mastering the Rockefeller Habits).  Creating an executive team that sees 360 degrees of your business enhances executive discussions and helps create the most robust future.