Triumph story: Embracing a Step Backward as the Path Forward

Navigating a lateral career shift to a new job, or even a slight step down, is more common than you might think. An illustrative case in point comes from the food industry, where Greg Schlafer transitioned from being the president of Lamb Weston, a subsidiary of ConAgra Foods, to serving as the senior vice president of sales and marketing for J.R. Food Group.

In mature industries where leadership opportunities can be scarce, such a move can be a prudent choice, as pointed out by Ken Smuland, CEO of the Dallas-based search firm Hilmar & Ross, which facilitated Mr. Schlafer's placement in collaboration with Yellow Folder Research. In this particular instance, Mr. Schlafer's previous role was evolving due to a restructuring, and he found a new challenge with growth potential and a favorable company culture, all without the need for relocation.

However, such a transition is a decision taken with seriousness, requiring careful consideration from both the candidate and the company. Before his tenure at Lamb Weston, Mr. Schlafer had a successful career, including a role as vice president and general manager at General Mills. Additionally, he served on the boards of directors for prominent organizations like the International Dairy Deli Bakery Association, Ardent Mills, and Project Success. His skill set encompassed strategic and financial planning, team leadership, and talent development, as noted by Mr. Smuland. He was well-equipped for his new role, but hiring someone in this scenario differs from conventional recruitment. "The new position must align with the candidate's critical factors for an executive to consider stepping backward," Mr. Smuland emphasized.

Occasionally, executives may need to step back to propel themselves forward, and Mr. Schlafer's case aligns with this trajectory. Insiders suggest that J.R. Simplot's Food Group has laid a path for him to ascend to the company's president position.

People embark on such career shifts for various reasons, some of which are more personal. There may be circumstances at home, such as caring for an ill family member or addressing a family-related issue, that necessitate a reduced role and responsibilities. While not commonplace, these situations do arise from time to time.

Other executives seek a change of scenery and long-term growth opportunities. They might believe in the new company's vision and its potential for their career progression over the next several years. This perspective often entails a commitment to adapt their skill set to a growing organization.

Nevertheless, only some are enthusiastic about such transitions, especially top-level executives who may view such hires as threats to their positions or worry that the newcomers might lose interest and leave after a short tenure. The challenge lies in aligning expectations. When organizations make hires, they typically seek candidates precisely matched to their needs. Rarely does a client desire someone with excessive experience or qualifications for the given role.

To navigate such situations successfully, transparent communication is critical. Clients making these kinds of hires should openly discuss the role, expectations, and growth potential with the candidate. Starting the relationship with mutual understanding ensures that both parties are on the same page from the outset, preventing potential time wastage and frustration.

Lastly, for anyone facing this type of career transition, it's essential to approach the situation with clear expectations and a shared vision to maximize the chances of a successful and fulfilling professional journey. Outcomes matter and are often shape