“With that approach to hiring only his co-religionists, I don’t get the “excellent CEO” label.”
I understand your push back. And it’s a serious failing.
That said, production is way off the charts, profits are much better, and costs are down relative to production increase. Employees are happier. Things are more organized. Etc.
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The previous CEO was very good at building things, not running a business.
I’ve actually taken him aside and told him the behavior is a discussion point on the board, and he understood. I don’t think it’s anything malicious; it’s people he knew and liked from other companies — who are naturally people like himself.
In general construction I worked with another Senior Project Manager.
He assumed responsibility for a project when I started running a large project thousands of miles away. He was a viscous buyer, shopping numbers and leaving wrecked subcontractor relationships behind him. He increased the initial profit margin but subcontractors got even or went broke. Very cut throat with people I had relied on for decades.
Tough to argue with real results data & I’m glad to read you are providing feedback to him on a potential future issue. I would tell him that the current results are why he is valued and maintaining the current chemistry/culture of the organization is critical for those results.