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Reinventing Leadership Priorities: Succession Planning and Sponsorship

Reinventing Leadership Priorities: Succession Planning and Sponsorship

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Reinventing Leadership Priorities: Succession Planning and Sponsorship

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  1. Reinventing Leadership Priorities: Succession Planning and Sponsorship Jo Campbell Higher Education Administration Doctoral Student Bowling Green State University Ken Borland Professor, Higher Education & Student Affairs Bowling Green State University Elaine Turner Director, Residence Life Elon University

  2. Learning objectives By attending this session, participants will be able to: • identify the constructs of sponsorship and succession planning • learn how to apply sponsorship and succession planning to their individual career and/or student affairs unit • elicit ideas from colleagues at other institutions to explore how they have established sponsorship and plan to develop a succession plan

  3. Introductions • Background and experience • Interest in Leadership • Succession Planning • Sponsorship

  4. What is “succession planning” and “sponsorship”? “Succession” an orderly assumption of a predecessor’s office orderlyact or process of following in order, in sequence, displacing another assumptionact or process of one person's taking the place of another in the enjoyment of or liability for rights or duties or both, becoming beneficially entitled to a property, interest, mantle of authority, office continuitycontinuance of corporate personality to sustain, respond to, and modify the environment accepted mode of responsibility transfer for organization’s good succession planning systematic approach to build a leadership pipeline/pool to ensure mission critical leadership continuity; develop potential successors/candidates in ways that best fit their strengths; concentrate resource investment on talent recognition, development, and retention Assisted by as well as

  5. “Sponsor” one who brings another along to move them forward • faith tradition roots one who presents a candidate for baptism or confirmation and undertakes responsibility for the person's religious education or spiritual welfare • responsibility for another one who assumes responsibility for some other person or thing, a person or an organization that pays for or plans and carries out a project or activity • a dedicated champion of another person’s success • Assisted by • HIED Professional Development “Sponsorships” • enhance leadership skills, professional competency, career progression, &/or keep employees abreast of workplace practices and technology • foster leadership, career development, and advancement for employees • facilitate learning opportunities and professional development via workshops, conferences, seminars, or academic/online courses • See institutional web pages

  6. “Sponsor” and Sheryl Sandberg powerfully positioned champion helps employees escape the middle slice of management where so many driven and talented women languish. mentor weaker cousin (loose relationship); a sounding board/shoulder to cry on; offers advice as needed and support and guidance as requested; expects very little in return vested in their protégés offers guidance and critical feedback because they believe in them; advocates on protégés’ behalf, connecting them to important players and assignments; goes out on a limb, so expects stellar performance and loyalty; leans in on a woman’s behalf, apprising others of her exceptional performance and keeping her on the fast track; in her corner result a woman is more likely to ask for a big opportunity, to seek a raise and to be satisfied with her rate of advancement. New York Times

  7. (Forget a Mentor) FIND A SPONSOR: The New Way to Fast-Track Your Career Sylvia A. Hewlett (Center for Talent Innovation) Sponsors Deliver High-Octane Support Sponsors are senior leaders who, at a minimum: • Believes in me and goes out on a limb on my behalf • Advocates for my next promotion • Provides air cover Sponsors come through on at least two: • Expands my perception of what I can do • Makes connections to senior leaders • Promotes my visibility • Provides stretch opportunities • Gives advice on “presentation of self” • Makes connections to clients/ customers • Gives honest/critical feedback on skill gaps

  8. Case Study for Small Groups Work in small groups to share whether you have or act as a sponsor and what you and your institution gained from these relationships. If you do not have or act as a sponsor, create an ideal scenario. Has anyone served as a sponsor for you? If yes, what things did they do for your career? Have you continued the relationship? Have you sponsored one of your staff or a student? If so, how did you choose that person, or did they ask you? What have you done for this person personally and professionally that constitutes sponsorship?

  9. The Hidden Brain Drain • Why do many highly qualified underrepresented professionals leave their jobs or stay, but languish on the sidelines? • Inadequate Flexibility • Work/Life Conflicts • Hidden Biases • Diminished Loyalty, Trust and Engagement

  10. The Hidden Brain Drain • How do we retain and promote top underrepresented talent in Student Affairs? • Coaching • Sponsoring • Training and Development • Invest in your Employees • Succession Planning • Work Relationships • Stressors/Well-being in the work place

  11. Succession Planning Steps U.S. Office of Personnel Management Step 1: Link Strategic and Workforce Planning Decisions Identify long-term vision and direction Analyze future requirements for products and services Use data already collected Connect succession planning to the values of the organization Connect succession planning to the needs and interests of senior leaders. Step 2: Analyze Gaps Identify core competencies and technical competency requirements Determine current supply and anticipated demand Determine talents needed for the long term Identify “real” continuity issues Develop a business plan based on long-term talent needs, not on position replacement.

  12. Step 3: Identify Talent Pools • Use pools of candidates vs. development of positions • Identify talent with critical competencies from multiple levels—early in careers and often • assessing competency and skill levels of current workforce, using assessment instrument(s) • Use 360° feedback for development purposes • Analyze external sources of talent. • Step 4: Develop Succession Strategies • • Identify recruitment strategies: • - Recruitment and relocation bonuses • - Special programs • • Identify retention strategies: • - Retention bonuses • - Quality of work life programs • • Identify development/learning strategies: • - Planned job assignments • - Formal development • - Coaching and mentoring • - Assessment and feedback • - Action learning projects • - Communities of practice • - Shadowing

  13. Step 5: Implement Succession Strategies • Implement recruitment strategies • Implement retention strategies • Implement development/learning strategies • Communication planning • Determine and apply measures of success • Link succession planning to HR processes • – Performance management • – Compensation • – Recognition • – Recruitment and retention • – Workforce planning • Implement strategies for maintaining senior level commitment. • Step 6: Monitor and Evaluate • Track selections from talent pools • Listen to leader feedback on success of internal talent and internal hires • Analyze satisfaction surveys from customers, employees, and stakeholders • Assess response to changing requirements and needs.

  14. Case Study #1

  15. Case Study #2

  16. Case Study #3

  17. Q & A • How will you get or become a sponsor? • How will you create a succession plan for your unit? • Questions we can answer for you?

  18. References Bass, B. M., & Steidlmeier, P. (1999). Ethics, character, and authentic transformational leadership behavior. Leadership Quarterly, 10(2), 181-217. Retrieved from Center for Talent Innovation (2013). Research and publications. Retrieved from Center for Talent Innovation (2006). The hidden brain drain task force: Women and minorities as unrealized assets. Retrieved from Eichler, L. (2011, November 5). Beyond mentoring: Sponsoring. The Globe and Mail. Retrieved from Geller, D. F. (2004). Building talent pools in student affairs: A professional development model for succession planning (Doctoral dissertation). Available from ProQuest Dissertations and Theses database. (UMI No. 3142543) Hewlett, S. A. (2013, April 13). Mentors are good. Sponsors are better. New York Times. Retrieved from Hewlett, S. A. (2013). Forget a Mentor, Find a Sponsor: The New Way to Fast-Track Your Career. Cambridge: Harvard Business Review Press. Northouse, P. G. (2013). Leadership: Theory and practice (6th ed.). Thousand Oaks, CA: Sage. Robertson, T. A. (2012). Factors that impact career and employment preferences in graduate students enrolled in a student affairs program (Doctoral dissertation). Available from ProQuest Dissertations and Theses database. (UMI No. 3569551) Wallin, D., Cameron, D. W., & Sharples, K. (2005). Succession planning and targeted leadership development. Community College Journal, 76(1), 24-28. Retrieved from