Re: Filling a seat
How did you draw the line between clan-appeasement, and keeping terrible people around just to avoid the interview process? That sounds like quite the tightrope act!
I was fortunate to be able to hire some good people and retain most of them until the Fortune 500 I worked for tanked. If I had a secret plan, it was to hire people not necessarily best suited for the positions, but with successful careers in work not entirely dissimilar. That kind of diversity makes for a rich workplace. Everyone I hired was better educated, which would have enhanced my possibility of advancement, had not Marketing scuttled the ship. Before you can be promoted you have to have someone qualified to take your position.
I always included the appropriate members of my staff in planning meetings, so they felt included in projects they had to complete, but I also always ran interference for them so they could do their jobs without having to deal with the politics and bureaucracy. And we had plenty of both. My goal was to create the kind of environment I'd want to work in. Unfortunately, the higher-ups were more into feathering their own nests and to Hell with the people who kept the wheels turning. Our Marketing department seemed totally uninterested in what we were making, only getting the company's name on their resumes so they could move on to something better. The people who took out the trash knew our products better than the Product Managers.
Fortunately for me, I had no formal management training (except from my father, who was a fair-minded exec and set a good example), I just made it up as I went. We became a successful department, well regarded in the company. That was in contrast to the situation before I deposed my boss, when our department was laughed at. Common sense. Treat others as you'd like to be treated, and don't let your position of authority go to your head. You need your staff more than they need you.