kelly wyngarden succession planning breakout … · learningagility:!hiperf!≠!hipo! ......

Broomfield CO 80023

+1 303 800 5442

Succession Planning

OR/WA MGMA Annual Conference

Succession Planning: It’s All About the Bench

2 © SkyeTeam

Succession Planning – “It’s all about the Bench” It’s all about that bench, about that bench, get planning! If life were as simple as a pop song, we wouldn’t have to worry about things like bench strength, successors, and business continuity. Understanding the bench strength of your team to ensure business continuity must be a focal point for all managers. This is not simply a business imperative, or an HR responsibility. Effective succession planning is a leadership imperative.

Think of the A-‐players on your team. What happens if one of them (or more) comes in tomorrow and tells you, “I’m really sorry, but I’ve been given this fantastic opportunity, and I just have to take it. My last day will be two weeks from Friday.” Gulp. Now what? We can’t keep everyone. We don’t want to keep everyone.

As the boomer generation begins to exit the workforce, tribal knowledge and long-‐term customer relationships will exit your business. The war for talent is a real thing…and, it’s really heating up. Right now.

What’s your plan to retain the knowledge and prepare the next generation of leaders and managers to step up? Having a “people plan,” and ensuring that it aligns with your strategic plan is critical and will give your organization the ability to adapt to changing markets and evolving customer needs.

People make it happen, and that’s why “It’s All About That Bench.”

This interactive virtual event will provide an introduction to the philosophy, tools and processes to effective succession planning.

Learning Objectives • Determine your succession planning objectives • Build your succession plan • Assess your bench strength • Communicate your talent picture • Maintain momentum • Utilize best practices for creating a succession/talent development plan

Your SkyeTeam Facilitator

Kelly Wyngarden, SVP • [email protected]


© SkyeTeam [email protected] +1 303 800 5442 3

Succession Planning – “It’s All About the Bench! ” Succession Planning – “It’s all about the Bench” .................................................................................................. 2 Learning Objectives .............................................................................................................................................. 2

Determining Succession Planning Objectives and Building Your Plan .................................................. 5 What is Succession Planning? ............................................................................................................................... 5 Stats on Succession Planning ................................................................................................................................ 5 Evolution of Succession Planning ......................................................................................................................... 6 Succession Planning Is… ........................................................................................................................................ 6 Where is Your Focus? ........................................................................................................................................... 7

High Level Overview of Succession Planning ...................................................................................... 8 Creating the Map .................................................................................................................................................. 9 Strategic Direction ................................................................................................................................................ 9 Environmental Scan ............................................................................................................................................ 10 SWOT from a Context Map ................................................................................................................................. 11 Why Focus On Succession Planning? What’s in it for you to focus on it? .......................................................... 12 What If You… ...................................................................................................................................................... 12 Current Conditions ............................................................................................................................................. 13 What Will Keep You on Track? ............................................................................................................................ 14

Who Is Going To Get Us There? ........................................................................................................ 15 Key Roles and What They Need To Know ........................................................................................................... 15 Key Positions ....................................................................................................................................................... 15 Why Would We Follow Them Into the Jungle? .................................................................................................. 16 Example of a Leadership / Key Role Profile ........................................................................................................ 16

Who Will Lead Us If Our Guide Is Eaten By A Tiger? .......................................................................... 17 Assessing Talent: Start with Critical Roles .......................................................................................................... 17 Assessing Talent: What Should We Look For? .................................................................................................... 18 Nine Block Model ................................................................................................................................................ 19

Learning Agility: HiPerf ≠ HiPo .......................................................................................................................... 20 Replacement Planning Chart .............................................................................................................................. 21 Key Position / Successor Summary Sheet ........................................................................................................... 22 Individual Successor Summary Sheet / High Level Development Plan ............................................................... 23

What Do They Need To Learn To Help Us Get Out Of The Jungle? .................................................... 24 Sample Development Plan .................................................................................................................................. 25

Survival Skill Building ....................................................................................................................... 26


4 [email protected] +1 303 800 5442 © SkyeTeam

How Do We Learn? ............................................................................................................................................. 26 Examples of Development Opportunities ........................................................................................................... 27 Addressing the Gaps: It’s all about the Day-‐to-‐Day! ........................................................................................... 28 Train Your Leaders! ............................................................................................................................................. 28

On No! Our Leader Fell Off A Waterfall! ........................................................................................... 29



Determining Succession Planning Objectives and Building Your Plan

As tempting as it may be to dive into assessing your bench strength, it is imperative to first determine the strategic priorities and guiding principles for your organization’s succession planning program. We will review building a business case, developing a stakeholder analysis, and establishing guiding principles. Then, we will explore identifying your business critical roles and determining the talent pools needed for success today and in the future.

What is Succession Planning?

A process designed to ensure the continued effective performance of an organization by creating a steady and reliable pipeline of talent that will meet its future needs in leadership and other key roles.

Stats on Succession Planning According to a study performed by Korn Ferry release in May of 2015 in the article Succession Matters: Effective Succession Management Planning:

• 1/3 of respondents reported that they are satisfied with outcomes of their succession management program

• 32 percent said they were dissatisfied or extremely dissatisfied with recent succession management outcomes

Talent Pool Pipeline Future Needs



Evolution of Succession Planning

Succession Planning Is…

Tradi\onal Succession Planning

• One-‐nme, annual event and stand alone program

• Selecnon of "replacements" in a verncal

• Focuses on C-‐suite or senior levels only

• Return on Investment for the future

Today's Succession Planning

• On-‐going process that is part of an integrated strategy for managing talent

• Creanon of leadership pools by looking at horizontal and verncal talent resources

• Focus is on idennfied leadership posinons throughout the ennre organizanon and key roles within the organizanon

• Return on Investment

__________

__________

__________

__________

__________

__________



Where is Your Focus?

Acceleranon Pool Development

Replacement Planning

Emergency Planning

Keep the lights on!

Keep us moving forward!

Develop bench strength to maintain

and excel!



High Level Overview of Succession Planning

Creanng the map Who is going to get us

there? Who will lead us if our

guide is eaten by a nger?

What do they need to learn to help us get out

of the jungle?

Leadership / survival skill building

On no! Our leader fell off a waterfall!



Creating the Map

Where Are You Going?

What Are The Current Conditions?

What Will Help Keep You On The path?

Why Do You Want/Need To Do This?

Strategic Direction

Where are we today? Where do we want to be 3 years from now from a business perspecnve?

Your succession plan needs to strongly ____________________________ with where

you ____________________________ in the future,

the anticipated _______________________________ the organization may be facing,

and what ______________________________________ is needed to successfully address them.



Environmental Scan1 Completing an Environmental Scan to identify external and internal business trends is required to fully understand and anticipate the competencies needed to ensure leadership and business continuity.

1 Used With Permission: http://grovetools-‐inc.com

GroveTools-‐

Inc.com



SWOT from a Context Map

What are the trends or issues that are impacnng us the most?

Which represent the best opportunines?

Which trends represent potennal threats to our well-‐being?

How are these trends affecnng our customers?

Which factors are interdependent?

What leadership skills will all leaders within the organizanon / specific teams need in order to be successful in 3-‐5 years?



Why Focus On Succession Planning? What’s in it for you to focus on it?

What If You…



Current Conditions What does successful leadership mean in your organization?

Your Unique Challenges Or Barriers

Current leader selecnon pracnces?

Current performance management process and it’s fit with succession planning?

Leadership development acnvines?

How do you measure and track performance, skills and development needs?

Intended scope?

Company’s culture as it relates to leader selecnon and integranon



What Will Keep You on Track?

Guiding Principles

____________________________ ____________________________

____________________________

_________________________

____________________________

__________________________



Who Is Going To Get Us There?

Key Roles and What They Need To Know

Key Positions

1. Idennfy key posinons and 2.Create leadership profiles

Technical knowledge

Financial impact

External rela\ons

Strategic impact

Impact on Business Unit Organizational Responsibility



Why Would We Follow Them Into the Jungle?

Example of a Leadership / Key Role Profile Leadership Profile

Name of Position

Business Criticality / Link to Strategic Priorities

Brief Role Description

Key Experiences Required for Success in this Role

Competency: Knowledge Required for Success in this Role

Skills Required for Success in this role

Abilities (learning agility /attitude)

Derailers to Avoid

Key Role Indicators:

Technical Knowledge

Financial Impact

External Relations

Strategic Impacts

Knowledge

Skills

Abilines



Who Will Lead Us If Our Guide Is Eaten By A Tiger?

Assessing Talent: Start with Critical Roles

Is there anyone on the team that can step up?

Can we get someone from another team?

Will they air-‐drop someone in?

Repository of Skills

Supports

Horizontal Across the

Organization / Teams

Vertical Within Each Team or Department



Assessing Talent: What Should We Look For?

1. 2.

KSAs of the

Posinon

History, Skills,

Experience

Current Performance

Aspiranons



Low Medium High

Potential Demonstration of Leadership Competencies, Resiliency, Learning Agility/Ability & Career

motivation

Performan

ce Over T

ime – Re

sults & Beh

aviors

Performan

ce track record, con

sisten

cy

High

Low

Nine Block Model

Solid

Contributor Low Potential, High performance

High

Performer Moderate Potential, High Performance

Consistent Star

Performer High Potential, High Performance

Capable Performer Low Potential, Moderate Performance,

Valued Performer Moderate Potential, Moderate Performance

Strong Performer High Potential, Moderate Performance

Talent Risk Low Potential, Low Performance

Inconsistent Performer Moderate Potential, Low Performance

Derailing Leader High Potential, Low Performance



Learning Agility: HiPerf ≠ HiPo Learning Agility is the ability and willingness to learn from experiences – successes, mistakes, feedback

and exposures and subsequently apply that learning to perform successfully under new or first time

conditions.

Future Nine-‐Block Model Employee Driven – Specific Future Role

NineBlockModel:FutureState

www.SkyeTeam.com ©SkyeTeam 27

HighPerformer–Strongperformanceinrole

withliCleenhancementof

responsibiliFes.

GreatPotenFal-Rigidinsomeareasand

fluidandadapFngin

others.Needchallenge

assignmentsandcoaching.

Readyforthe

nextlevel!

Solidperformer–Mayperformwellandmaynot

respondwelltochangeand

challenges.

Keepers–performs

wellandworkson

conFnuouslearning.

Wouldneedcoachingand

experience.

HighPotenFal–seesnewpossibiliFes,

leadstostrategic

iniFaFves,learnsquickly,

takesroletonextlevel

Uncertainfuturein

thisrole–isthisreally

therightrole/promoFon?

Thiswilltakealotofwork.

Couldbe

Successful-Needs

coachinganddevelopment

intheKSA’sandlearning

agility.

Diamondinthe

Rough(highpotenFal)

needsexperiencesand

mentoring.

Low Medium High

Learning Agility Agility, ability to learn, incorporate feedback, initiative

Kno

wle

dge,

Ski

lls, A

bilit

ies

of th

e Fu

ture

Rol

e

Prof

icie

nt

Bas

elin

e R

equi

rem

ents

Ex

celli

ng

Avoids challenges, gives up easily, sees effort as fruitless, ignores useful feedback, feels threated by the success of others

Embraces challenges, persists in the face of obstacles, sees effort as the path to mastery, learns from criticism, finds lessons and inspiration in the success of others

Takes on calculated risks, stays engaged to a point in face of obstacles, curious about learning more, incorporates some useful feedback, feels threatened by certain people and not others

“One study found that fully 71% of high performers were not high potentials (Corporate Leadership Council 2005). The same study found that 93% of high

potential employees also were high performers”

Using Learning Agility to Identify High Potentials Around the World from the Korn Ferry Institute



Replacement Planning Chart

Replacement Need Code A. Need now B. Probable need within a year C. Probable need 2-‐5 years D. No foreseeable need

Promotion Potential 1. Qualified now 2. Could be qualified in 6 months 3. Could be qualified in 1-‐2 years 4. Qualification uncertain, but best available

VP __________ __________

AVP __________ __________

AVP __________ __________

Director – Karen C Jim 3 Sheryl 4

Director __________ __________

Manager __________ __________

Manager __________ __________

Manager __________ __________

Manager __________ __________



Key Position / Successor Summary Sheet

Key Position / Successor Summary Sheet

Name of Position

Business Criticality / Link to Strategic Priorities

Current Incumbent

Brief Role Description

Key Experiences Required for Success in this Role

Knowledge Required for Success in this Role

Skills Required for Success in this role

Abilities (learning agility /attitude)

Derailers to avoid

Key Role Indicators:

Technical Knowledge

Financial Impact

External Relations

Strategic Impacts

Successors: See individual Successor Development Plans for Further information

Emergency Replacement

Potential Internal Successors Name Readiness Time Frame IDP in place

Potential External Successors Name Current Company & Role

Contact info Contact within Co?



Individual Successor Summary Sheet / High Level Development Plan Individual Successor Summary Sheet / High Level Development Plan

Name Current Position Within the Organization

Aspiration

Confirm they are interested in roles identified for potential successor

Able to Relocate Nationally Internationally Resume Available: Yes / No

Potential Successor for: (insert role title in relevant readiness timeline)

Date Timeline Updated:

Emergency Replacement * Ready Now Roles

0 – 6 Month Roles

6 -‐ 12 months

1 -‐ 2 years

2 years+

*Emergency replacement -‐ will keep the 'lights on' until a permanent replacement is found

Key Development Needs

Role 1:

Development Needs

Experience Required Derailers to manage

Development Plan In Place?

Date Progress Last Reviewed

Role 2:

Development Needs Experience Required Derailers to

manage Development Plan In Place? Last Reviewed

Additional Retention Strategies:

If someone is identified as a potential successor for more than X roles you may want to think about the risk of losing them and whether additional strategies will be required.



What Do They Need To Learn To Help Us Get Out Of The Jungle?

Development Plans

Nine Block and Future Nine Block

Gap Analysis

Feedback Received

Performance Reviews



Sample Development Plan

Development Plan

Employee name: Date:

Position: Career Aspiration

Strengths and/or assets you bring to the Organization

Current Role: Areas needing enhancement

Future Roles: Areas needing enhancement

•

•

•

•

•

•

•

•

•

Area of Focus Action Steps

Results and Outcomes Criteria for Success Who and what are your resources? Timeframe



Survival Skill Building Succession Planning is executive sponsored and line owned!

§ Address the gaps

§ Train your leaders

§ Barriers to succession planning

How Do We Learn?

Navigate Challenges

Sansfy Business Needs

Held Accountable

Happens on the Job

Acnve Support by the Boss



Examples of Development Opportunities

Development Opportunities Notes

1:1’s

Assessments – Cultural, 360, Leadership Style,

Personality, Strengths, Derailers, etc.

Leadership Academies / Emerging Leaders Programs

Professional Coaching

Development Plans

Training

Application Assignments

Job Challenges

Shadowing

Short-‐Term Experiences (Task forces, participating in

strategic planning, etc.)

Mentoring (have and/or be mentors)

Action Team Assignments or Workplace projects

Cross Training

Teach-‐backs



Addressing the Gaps: It’s all about the Day-‐to-‐Day!

Status Update Sheets

Daily Coaching OTJ

Development Activities

Development Plans

It’s all about the day-‐to-‐day coaching, mentoring, training, job challenges. Your leaders need to own the success of their successor.

1:1’s

Train Your Leaders!

• Importance Of Succession Planning

• Their Role In Making Succession Planning Successful

• Positive & Constructive Feedback

• How To Develop Employees

• How To Evaluate Performance (KSAs for different roles)

• Coaching Skills

• How to Have Difficult Conversations

• Buy In

Accountability!!

ü Hold Your Leaders Accountable For Developing Their Employees!

ü Establish Accountability Mechanisms

ü Coach and Mentor Your Leaders



On No! Our Leader Fell Off A Waterfall!

You’re O.K. because you have…

• Linked your succession plan to your strategic plan.

• Developed your guiding principles

• Taken into consideration the current context and culture of

leadership development within your organization

• Gained leadership buy in

• Made a plan to address your critical barriers to success

• Identified your key roles

• Developed KSA’s and leadership profiles for those positions

• Assessed your talent against your leadership profiles. Interviewed leaders, looked at existing data, 9

block models, Future 9 block models

• You have assed talent both vertically within functions / teams and horizontally across teams / functions.

• Developed your replacement planning chart

• Developed your Key Position / Successor Summary Sheet

• Developed your Individual Successor Summary Sheet / High Level Development Plan

• Empowered individuals to create their own development plans based on their current job and future

roles

• Trained your leaders and you are holding them accountable to make succession planning part of their

every day jobs.

• Made development a day to day learning experience with a variety of different opportunities

And… you have been updating your succession plan on a regular cadence to ensure that your map is accurate and the right people are in the right places to get you where you are going!

You’re O.K.!



©2016 Skye Associates LLC All rights reserved. No part of this workbook may be reproduced or transmitted in any form or by any means, electronic, or mechanical, including photocopying, recording or in any information or storage retrieval system, without permission in writing from SkyeTeam. SkyeTeam Tel: +1 303.800.5442 www.SkyeTeam.com [email protected]

kelly wyngarden succession planning breakout … · learningagility:!hiperf!≠!hipo! ......

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