Cochran Planning for Success

8/14/2019 Cochran Planning for Success

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Presented by

Fire Chief Kelvin J. Cochran

PLANNING FOR SUCCESSION


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Planning Succession

Succession Planning

Professional Development

Mentoring


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Planning Succession

Succession Planning

The continual business of

monitoring and developinginternal talent to assure that

employees have the knowledge,

skills and abilities necessary tosucceed in future leadership roles


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Planning Succession


Establishing core competencies

for every rank, whilesystematically providing training

and education internally and

externally to meet thoserequirements


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SFD Strategic PlanningMarch 16, 2007


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Planning Succession

Mentoring

The systematic approach to

providing focused support andattention, both professional and

personal guidance to

subordinates, formally woven intothe performance appraisal

program of an organization


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Planning Succession

The Need for Planning

Succession

Forecast Rapid Attrition

Forecast Rapid Growth

State of Organizational

Stagnancy


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Analyze Stagnancy

Organizational Stagnancy

A period where activities that were

once exciting have becomecommon and routine

Lack luster and enthusiasm

Unwilling to challenge dissenters Financial incentives do not resolve

dissatisfaction


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Planning Succession

Organizational Stagnancy

Tolerate things we used to detest

Relationships more important thanmission

Average is disguised as excellent

Succumb to good, rather than aspire for

great Making excuses rather than make a

change

Clinging to past traditions with reduced

value


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Enhance Morale

Many of our members are basing

their job satisfaction and job

motivation on the forecast ofpromotional and professional

development opportunities, and

the attractiveness of leadershipportrayed by chief officers


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Enhance Morale

No matter how much theyadmire, love and appreciate us,

there comes a point in timewhere our subordinates, eventhose who respect us dearly,want us to GO!!!

Forecasting based on whossigned up, whos past retirement,whos close to retiring and when

theyre going to go or sign up.


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Enhance Morale

Forecasting whos next to move

up in the leadership

advancement pipeline hasbecome extremely difficult; but

extremely necessary for us to do

as a department.


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Planning Succession

Inability to forecast

Members are staying longer before

signing up Members are choosing to stay past

their retirement/DROP date

Members are leaving abruptlywithout much notice

Members returning to the field

operations


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Planning Succession

As the leader, and leaders of our

fire department we have an

obligation to step outside of ourcomfort zones to infuse hope and

optimism into our members

through planning for succession.


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Planning Succession

In organizations where

succession planning really

works, it is not a stand-alone

activity. It is a core process

of the business, woven intothe very fabric of its culture.


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Succession Planning &


Sense of urgency for fire service

leaders

Lack of professional development Every man for himself

The fair-haired boy, favorite son

Narcissist mentality Unaware of organizational vulnerability


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Failure to Succession Plan

Steady attrition of talented

members

Retain people with outdated skills Create promotion apathy

Create a passive-aggressive

culture


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Wanted: Talented Leaders

Disaster Management

Budget challenges

Implement progressive change Managing community conflicts

Labor/management challenges

In situations like these Fire Departmentsneed to have the right people in the right

places to succeed and thrive!


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Failure to Succession Plan

Apt for wrong organizational

decisions

Promote untested, unqualifiedofficers

Recruit outside of the organization

Difficult to adjust

Unfamiliar with the culture


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Common Attributes of SP

Not stand alone ad hoc activities

Embedded development activities

Chief officers deeply involved

Chief officers/company officers

evaluated on their contributions to

the organization-wide effort


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Planning Succession

By engaging officers and

administrative chief officers inthis way departments can align

its professional development

processes with its strategicpriorities.


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Succession Planning

Advantages

Builds a clear and attractive

identity

Enhances personnel perception ofleadership development processes

Authenticates succession planning

Attracts future leaders early incareer


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Question???

Is the talent pipeline of the fire

service producing enough quality

leaders? Our department

Other fire departments

Emergency ManagementOrganizations

Private Sector Organizations


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Leadership DevelopmentInitiatives and Opportunities

Fire Training Academy National Fire Academy Executive Development Institute

Executive Fire Officer Program John F. Kennedy School of Government Chief Fire Officer Designation Certified Emergency Manager Designation

IAFC Professional Development Handbook Higher Education


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Blueprint for SP and PD

Versed in all aspects of

organization

Accountability for chief fire officers Unwavering commitment to the

system

Share resources-the talent pool Job rotation strategy

Provide opportunities and visibility


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Integrated Approach

Succession planning drives

professional development

Succession planning starts at the top Train and develop potential successors

Each rank should be the training officer

for the rank below


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Challenges for the Chief

Executive

Planning your own exit

Evokes fears and hidden emotions

Deal with long held defense mechanisms

Desire to avoid the issue

The trend is to always look for the next

mountain to climb, not to step down from

the mountain and look for a replacement.


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There is nosuccess without a

successor.


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Benefits of Integration

Alerts rising stars to opportunities

Ability to assess your bench

strength Sense of future incumbent

leadership

Minimal business disruption Increase stakeholder confidence

Reduce cost of external

recruitment


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Desired Culture

Talent alignment and optimization -striking the balance between the supplyof talent (rising stars) and the demand

for talent (critical positions) Annual review of talent pool-group

setting

Evaluation of current roles

Preparation for future roles

Develop paths with multiple careerpossibilities


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Fire Chief Responsibilities

Recognize developmental needs

Help cultivate new skills

Provide opportunities for professionaldevelopment

Nudge into new functional areas

Mentor emerging leaders

Pass on important knowledge Provide helpful evaluations and

feedback


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Succession Planning

Essentials

Aligned

Attractive Authentic


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Aligned Leadership

Development Enables the organization to meet

its mission objectives more

effectively Enables the organization to

produce better innovations more

quickly Rewards individuals who produce

innovative results


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Misalignment

Occurs when:

Rolling out initiatives without properplanning and time horizons

Professional development,succession planning not linked withmentoring

Miss-matched protg-mentor(disfunctional development)

Performance management measuresand rewards inconsistent with

organizational values and culture


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Attractiveness

Personnel are attracted to

promotions-advancement inpart due to the talent identity

(image) of executive leadership

in fire departments and in fireservice organizations.


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Attractive Leadership

DevelopmentDoes the leadership development systemreinforce the image you want people tohave of our organization?

Relationship between leadership developmentand candidates attracted

External stakeholders perception oforganizational leadership culture

Personnels perception and understanding ofthe organizational values and strategicdirection


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Attractive Leadership

Development

Reinforces a positive leadership

image

Emphasizes functional capabilities

Reinforces proper fit of

organizational values and belief

system


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Authentic Leadership

Development Authentic - Customized, legitimate

system developed internally by

stakeholders

Talent development effects business

decisions

Not a perception of favoritism

Not padding and developing resumes

Persons recruited, selected and

promoted are truly qualified, capable,

competent


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Outcomes Actively improve employee skills

Increase commitment to work

Accelerates information sharing

Better trained personnel

Increase willingness to accept

additional responsibility


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Executive Coaching

The MentorAnd

The Protg


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Mentoring

Essential to leadership development

Many mentors will enter and exit your life

Mentors can make the difference between:

Satisfaction and contentment

Stagnation and growth

Loss and gain

Pain and fulfillment Deterioration and restoration


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10 Facts You Should Know

About An Uncommon Mentor

1. An Uncommon Mentor is the MasterKey to the Success of a Protg

2. An Uncommon Mentor Transfers

Wisdom Through Relationship

3. An Uncommon Mentor GuaranteesYour Promotion

4. An Uncommon Mentor Can DetermineYour Income


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About and Uncommon Mentor

An Uncommon Mentor Can Cause Influential

People to Listen to You

An Uncommon Mentor Will Require YourPursuit

An Uncommon Mentor is More Interested in

Your Success Than Your Affection


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8. An Uncommon Mentor is Not NecessarilyYour Best Friend

Your best friend is comfortable with your past;your mentor is comfortable with your future

Your best friend loves you the way you are; yourmentor loves you too much to leave you the wayyou are

Your best friend ignores your weakness; yourmentor removes your weakness

Your best friend is your cheerleader; your mentoris your coach


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9. An Uncommon Mentor Sees ThingsYou Cannot See

Sees weaknesses before you experience

the pain of them Experienced the pain of a problem you

are about to create


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About an Uncommon Mentor

10. An Uncommon Mentor Can Create an

Uncommon Protg

Everything you know will come through

mentorship (directly or indirectly)


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The Protg

A protg is an enthusiastic learner

The wisdom of the mentor is

perpetuated through the protg It is vital to recognize and honor those

connected to you for the multiplying and

perpetuation of your success and life.


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Passive Protgs

Reach when it is convenient or

when their personal efforts do not

produce their desired result. They subconsciously expect their

mentor to produce success for

them.


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Parasite Protgs

Pursue for credibility, not correction.

They will use the name and influence of

a mentor to manipulate others into arelationship

They want what the mentor has earned,

not what he has learned

They want reputation without

preparation


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Prodigal Protgs

Enter and exist the relationship freely

When serious correction occurs theymove toward another mentor who hasnot yet discovered their flaws

They distance themselves when theirmentor encounters personal difficulties,loss of credibility, false accusation orpersecution


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Productive Protgs

Have a servants heart

Never make major decisions

without counsel and feedback ofthe mentor

They honor and respect their

mentor both professionally andpersonally


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6 Facts About The Uncommon

Protg

1. The uncommon protg invests time spent

with the uncommon mentor

2. The uncommon protg follows the counsel

of the uncommon mentor

3. The uncommon protg reveals the secrets

and dreams of his heart with the mentor

4. The uncommon protg freely discusses his

mistakes with the mentor


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6 Facts About the Uncommon

Protg

1. The uncommon protg definesclearly his expectations to the mentor

2. The uncommon protg ultimatelyreaches or exceeds the mentor heserves


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Questions???

Cochran Planning for Success

Documents

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