Transcript Succession Planning - Welcome to the CPRS Web site

Succession Planning, Mentoring
and Coaching:
The Key to Staff Development
Cathy Standiford, City Manager
City of La Palma
Staff Development
What’s the Problem?
What Generation Are You?
 Silent Generation - 58+
 Baby Boomers - 39-57
 Generation X - 26-38
 Generation Y - 18-25
Who’s Behind You?
 Fewer college students are selecting public
administration
 Public administration/public policy students
are currently more attracted to jobs in the
nonprofit sector
 There has been limited effort to groom
professionals already in the pipeline
Why Should You Care?
What Happens When People
Leave?
 Impact on the work group?
 Impact on the Division/Department?
 Impact on the organization as a whole?
 Impact on…..YOU?
Succession Planning
A strategy for minimizing the impact
of departures
Why Isn’t Succession Planning
More Common?
 Time Consuming
 Important, but Not Urgent
 No Immediate Results
 Resistance from Managers and Directors
(threatened)
 Political Instability
 Mentality that Employees are short-term
Why Succession Planning
SHOULD be a Common Practice
 Leaders/potential leaders want to work for
quality organizations
 Limited talent pool
 Provides an opportunity to identify potential
leaders and groom them for advancement
 Helps the organization prepare for the future
What is Succession Planning?
 “Constant Change” Planning
 An Organizational Journey with No End
 Ensuring Continuity of Leadership
 Identifying Gaps in Existing Talent Pool
 Identifying/Nurturing Future Leaders
Action Steps to Succession
Planning
 Identify the desired
leadership skills and
attributes
 Identify potential leaders
 Share vision with each
employee
 Assess each individuals’ goals
Action Steps, continued
 Identify gaps in skills
 Assign “growth tasks”
& training
 Mentor and coach so
that they’re ready to
ascend into leadership
 Don’t let those who are
not interested in
advancement hold you
back!
Small Group Discussion
 What CPRS Professional core competencies
are essential for your job?
 Who on your staff currently has them?
 What strategies can you think of that would
help you help them develop those
competencies?
CPRS Core Competencies
 Business Acumen
 Communications and Marketing
 Planning and Evaluation
 Community Relations
 Leadership and Management
Mentoring/Coaching
The Value of Mentoring/Coaching
 An important part of succession planning
 Builds long-term, organizational loyalty
 Customized “on the job” development
 Inexpensive – primarily “soft costs”
 Flexible: formal or informal, same or
different organizations
 A good mentor-protégé relationship can be
beneficial throughout a career
Mentoring/Coaching Is:
 A relationship between two people
 Focused on career development through
– Skill and experience building
– Sharing of insights and ideas
– Evaluation and constructive feedback
– Candor, trust, and confidentiality
Given the Limited Number of
People Following Behind…
 Everyone has a responsibility to coach
or mentor someone else
 Everyone has the capacity to be a good
protégé.
Creating a Great Coaching
Relationship
 Even one hour of your time can make a big
difference to someone
 It’s not necessary to have a “relationship”
before starting the dialogue
 Be a mirror, not a sponge!
 Let the protégé do the work
Coaching Practice!
Final Thoughts…
 People quit people before they quit
organizations
– What are you doing to inspire your best and
brightest to stay with you?
– How much do you know about your employees,
their goals and aspirations?
– What are you doing to help them achieve their
dreams?
Final Thoughts…
 Develop your action plan before you get
into a crisis
– What steps can you take today to grow
leadership for tomorrow?
 Hire tough
– The most important asset in your organization
is having the RIGHT people on your team
– Never lower your standards just to fill a
position!
Final Thoughts…
 Model staff development by developing
yourself!
–
–
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–
–
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Get out of your comfort zone
Read 10 minutes a day
Listen to people
Set specific goals for yourself and your team
Stay positive
Give back—your legacy is what you leave with
others
Take the Coaching Challenge!
1. Develop a Succession Plan for your
Division or work group
2. Create a coaching relationship with at least
one of your subordinates
3. Ask someone else to be your coach and
schedule time to talk with them
Additional Resources
 Monday Morning Leadership (Cottrell)
 Coaching & Mentoring for Dummies
(Brounstein)
 Cal-ICMA Website: www.cal-icma.org
 Preparing the Next Generation Resource
Guide (downloadable from the Cal-ICMA
website)
Succession Planning, Mentoring
and Coaching:
The Key to Staff Development
Questions? Comments?