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

SUCCESSION PLANNING
Grabbing Success(ion) at the Chapter Level
Dorothy J Stubblebine, SPHR
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
Future Team Development
• Trust
72%
• Collaboration
71%
• Change
62%
PQ
Center for Creative Leadership
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.
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
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
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 create real value to
the Chapter.
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
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
Steps to Succession Planning
•
Evaluate the plan on a regular basis
• Communicate plan and stay with it
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 ?
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
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
Development Experiences
• Challenging job assignments
• Cross functional assignments – Rotate
• Building from scratch assignments
• Special project
• Fix-it; turnaround or stabilizing situation
• Shadowing
• Mentoring
Development Experiences
• Teaching
• Continuing Education
• Serving on another Board
• Sharing positions
• Run a meeting/conference
• Lobby
Identification of High Potentials
P
O
3
T
2
E
N
T
I
A
L
1
3-6
months
Revisit
in 6
months
Action
Now
1 (Low)
Hi-Po
Hi-Po
Keeper
Hi-Po
Solid
Solid
2 (Avg) 3 (High)
Performance in Current Job
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
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
SP – Readiness Chart
Key
Position
Ready
Now
1-2 yrs.
3-5 yrs.
President
Vice
President
Secretary
Treasurer
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
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?
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?
Best Practices from the Best
• Ideas from Chapter leaders
Volunteers
Remember - Leaders are not born,
they volunteer !!
Thank you
Dorothy J Stubblebine, SPHR
[email protected]
856 404-1564
Q&A