taking your - nhrma conference...thing your organization must start doing to be more people-first?...
TRANSCRIPT
Succession Plan
from good to GREAT
Taking Your
Organization-Wide
People Development
According to a survey by Deloitte, what
percentage of companies report that
their leadership pipeline is a top
strategic concern?
POLL QUESTION #1
__% of companies believe that succession is one of their most important challenges.
Survey Says…
What percentage of companies report that they have an effective succession plan?
POLL QUESTION #2
__% of companies believe they have a succession program that works.
Survey Says…
Common Problem 1
NOT ENOUGH TIME
Strategic Priorities
“Our overarching goal is to achieve $_____ EBITDA.”
“We will target these markets, customers and projects.”
“We need to introduce these products and services, and streamline our processes.”
“… oh, and I guess we’ll need a lot of people to do all this.”
PROFIT1
CUSTOMERS2
PRODUCTS & PROCESSES3
PEOPLE4
Strategic Priorities
1. Selection2. Develop Leaders3. Engagement4. Financial Results
People $
PROFITCUSTOMERSPRODUCTS & PROCESSESPEOPLEPURPOSE
PURPOSE
MOBILIZES
PEOPLE
Strategic Priority Sequence
ENGAGED
PEOPLE
INNOVATIVE
PRODUCTS &
PROCESSES
ENGAGED
CUSTOMERS
PROFIT
FUELS
PURPOSE!
PUR
POSE
PROFIT
Strategic Priority Cycle
Common Problem 1
NOT ENOUGH TIMENOT A PRIORITY
Uncommon Solution 1
PURPOSE-DRIVEN&
PEOPLE-FIRST
PEER COACHING1. Short hair: What is ONE
THING your organization must START doing to be more PEOPLE-FIRST?
2. Long hair: What is ONE THING your organization must STOP doing to be more PEOPLE-FIRST?
3. 90 seconds each
4. Make a commitment
DOES YOUR SUCCESSION PLAN
LOOK LIKE THIS?
Common Problem 2
TOO COMPLICATED
DON’T BITE OFF
MORE THAN YOU CAN CHEW
Start with a snack-sized list of critical positions
CAREER DEVELOPMENT
Provide Career Coachesand make participation voluntary
DON’T MANDATE
Common Problem 2
TOO COMPLICATED
Uncommon Solution 2
KEEP IT SIMPLE&
MAKE IT VOLUNTARY
PEER COACHING
1. How has my organization potentially complicated succession planning?
2. Long hair answers first. Short hair is coach.
3. 90 seconds each
4. Make a commitment.
How to identify
LEADERSHIPPOTENTIAL
9-Box
Lead
ersh
ip P
oten
tial
PerformanceLow Medium High
Low
Med
ium
High Early Promise High Potential TOP TALENT
Future Achiever
UNDER PERFORMER
Solid Contributor
Satisfactory Contributor
Strong PERFORMER
Good Performer
Common Problem 3
PUTTING PEOPLE IN BOXES
leadership competencies
are
CHARACTERISTICSof
SUPERIORPERFORMANCE
• 3 or 4 characteristics that differentiate good from great
• People who meet their operational goals AND elevate others.
Characteristics of Superior Performance
Competency 1• Description 1• Description 2• Description 3
Competency 2• Description 1• Description 2• Description 3
Competency 3• Description 1• Description 2• Description 3
Examples of
MEANINGFULCompetencies
AuthenticityProactivitySelflessnessAdaptableCourageInfectiously EnthusiasticEmpower Others
PassionInitiativeCuriosityCreativityMeticulousInspires positive action in othersSeeks feedback
Common Problem 3
PUTTING PEOPLEIN BOXES
Uncommon Solution 3
DISCOVER YOUR LEADERSHIP
COMPETENCIES
Leadership Potential
How to develop
Career Development Guideline
70% new experiences
20% coaching
10% training
Common Problem 4
OVER-EMPHASISON
TRAINING
Lateral Moves
take you places
Development Activities
1. Teach lunch-and-learns about their area of expertise to other employees
2. Create a project update brief and then present that brief to the client
3. Attend meetings with incumbent of desired role
4. Vacation relief for desired role
5. Others?
www.availleadership.com/download-devel-menu/
Common Problem 4
OVER-EMPHASISON
TRAINING
Uncommon Solution 4
FOCUS DEVELOPMENT ON
EXPERIENCES
