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SUCCESSION PLANNING

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26 diapositives · 509 Views · Sep 17, 2014

SUCCESSION PLANNING . Dorothy J Stubblebine, SPHR. Grabbing Success(ion) at the Chapter Level. Biggest leadership challenges. Developing leader pipeline 45% Rapid change 44% Creating innovative culture 39% Retaining next gen leaders 38% Workplace trends 24%.

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SUCCESSION PLANNING
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  1. SUCCESSION PLANNING Dorothy J Stubblebine, SPHR Grabbing Success(ion) at the Chapter Level

  2. Biggest leadership challenges • Developing leader pipeline 45% • Rapid change 44% • Creating innovative culture 39% • Retaining next gen leaders 38% • Workplace trends 24% Center for Creative Leadership

  3. Future Team Development • Trust 72% • Collaboration 71% • Change 62% PQ Center for Creative Leadership

  4. Succession Planning • What is it? – A dynamic, ongoing process of systematically identifying, assessing, and developing high potentials to contribute to the achievement of your Chapter’s future strategic goals. • High Potentials – Individuals identified by Chapter Board as capable of advancing to the next level.

  5. Why do it? • Ensure leadership continuity a. ID volunteers to fill those spots b. Ensure next generation of leaders are prepared for KEY roles • Identify strengths and gaps in volunteer talents and skills

  6. Why do it? (con’t) • ID replacements for future vacancies • Strengthen and diversify the pool • Ensure your Chapter’s mission/vision will be carried forward by future leaders

  7. KEY position • KEY Position – This position exerts critical influence on Chapter activities – operationally, strategically or both. The loss of this key Chapter position would seriously disrupt operations and/or put your Chapter at risk. The individual’s performance in these positions createreal value to the Chapter.

  8. Performers in KEY positions • Handle critical tasks • Bring specialized expertise • Make decisions • Are visionary • Not all are at the top – LOOK for them and ASK PQ

  9. Steps to Succession Planning • Analyze member roster for Hi-Pos • Perform gap analysis • Provide development plan to KEY volunteers • Match Board member mentor to each KEY person • Create a Succession Plan Readiness Chart

  10. Steps to Succession Planning • Evaluate the plan on a regular basis • Communicate plan and stay with it

  11. Chapter Success – How do I begin? • Get commitment from your Leaders • Know the vision/mission/values of your Chapter • Understand present membership • Know the competencies of KEY Chapter positions • Lateral succession ?

  12. Oh oh – We have a resignation ! Contingency Planning • Reallocate work or redesign position • Job share or One-Shot assistance • Contract out work • Create talent pools PQ

  13. Important Qualities in Identifying High Potentials • Thinking strategically • Managing execution; influencing others, leading courageously • Communication skills; customer orientation; analytical skills • Building and sustaining relationships; intellectual curiosity; knowing the business; team orientation; adaptability. Center for Creative Leadership

  14. Development Experiences • Challenging job assignments • Cross functional assignments – Rotate • Building from scratch assignments • Special project • Fix-it; turnaround or stabilizing situation • Shadowing • Mentoring

  15. Development Experiences • Teaching • Continuing Education • Serving on another Board • Sharing positions • Run a meeting/conference • Lobby

  16. Identification of High Potentials Performance in Current Job

  17. Guidelines – ID High Pos • HiPo – Rotate job every 2-3 years - Focus on development - Expose to higher level activities - Regularly review position • Keeper - Focus on how to become a high potential - Develop around improving performance/potential

  18. Guidelines, con’t • Solid - Ensure not blocked in current role - Can move to comparable position • 6 Months – Coach (due to potential) • Action Now – Immediate action taken Have that difficult conversation PQ

  19. SP – Readiness Chart

  20. Succession Planning Helps Chapters to…. • Grow your own future leaders • Manage and champion diversity • Shorten the learning curve for future leaders • Increase commitment and loyalty to the Chapter

  21. Questions for the Board • How would you handle the progression of your strategy if a KEY position suddenly was vacant? • How do you select Board members? Likeability? Need to fill?

  22. More questions for the Board • Do you know today who will replace current leaders when their terms end? • Do current volunteers feel they have benefited in a meaningful way as a result of their services? How do they know?

  23. Best Practices from the Best • Ideas from Chapter leaders

  24. Volunteers Remember - Leaders are not born, they volunteer !!

  25. Thank you Dorothy J Stubblebine, SPHR stubbled@comcast.net 856 404-1564

  26. Q & A