Succession Planning · 4 Questions, Answers, and Discussion 3 2 1 A Learning Laboratory ... Al th o...
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Transcript of Succession Planning · 4 Questions, Answers, and Discussion 3 2 1 A Learning Laboratory ... Al th o...
Succession PlanningFor Busy Beavers
The Case For Leadership Succession Strategy
A Working Definition of Succession
The Five Pathways To Leadership Continuity
Questions, Answers, and Discussion4
3
2
1
A Learning
Laboratory
Our Agenda
Fostering a Continuity of LeadershipOur Mission Statement
4
The Succession Self-Assessment
What Is Your Current
Succession Planning Landscape?
Download the 14 Questions that make a Difference!
Driving Change:
A National Study of
Nonprofit Executive
Leaders
Executive
Turnover
Lack of
Succession Plans
In Sector
Economic
Effects
The Case For Succession Planning Is Clear
Key Finding 1: Despite many challenges, executive directors report high levels of satisfaction with their jobKey Finding 2: Within four years, over half of executive directors say they will leave their current positionKey Finding 3: The support provided by the board is an important driver of executive director satisfaction and retentionKey Finding 4: Executive directors get the least support for the most challenging tasksKey Finding 5: Many executive directors are dealing with high levels of stress
Key Finding 6: Just four in ten nonprofit leaders say they are most likely to remain in the sector when they leave their current roleKey Finding 7: The mission of the organization and the ability to make a difference are the key motivators for leaders to work in the sectorKey Finding 8: Remuneration is not the top motivator for working in the sector, but it is important for retaining leadersKey Finding 9: Leadership skills are the most important attributes that prospective executive directors need to possess
Driving Change:A National Study of
Nonprofit Executive Leaders
© 2012 HR Council for the Nonprofit Sector www.hrcouncil.cahttp://www.hrcouncil.ca/documents/driving_change.pdf
Within four years over one-half of executive directors say they will leave their current position.
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Driving Change: A National Study of Nonprofit Executive Leaders
Both the board members and executive directors surveyed have a very similar perspective on how
long executive directors will stay in the role.
While few executive directors say they are likely to
leave their current position within a year, in total
55% of those interviewed indicate that they could leave their current role within four years.
Significantly for the sector, it is not just those
executive directors who have been in their positions for a long time who are considering leaving soon.
Many executive directors who have been in their role for a shorter time also indicate they could leave in the near future.
Twenty-nine per cent of executive directors who
have been in their position for less than two years say they are only likely to be in their position for
another two years or less. This figure rises to 39 per cent for those who have been in their position for between two and five years.
7%
6%
17%
24%
18%
8%
5%
13%
5%
4%
18%
30%
21%
6%
7%
7%
Less than a year
One year
Two years
Three to four years
Five to seven years
Eight to ten years
Ten years or more
DK/NA
Executive
Directors
Board
members
Retention
Within four years over one-half of executive directors say they will leave their current position.
Q. Although the future is hard to predict, how much longer do you think you will
stay in your current position?
Q. Although the future is hard to predict, how much longer do you think the current
executive director of your nonprofit will remain in the position?
All executive directors, 2011
Executives: Q. Although the future is hard to predict, how much longer do you think you will stay in your current position?
Board Members Q. Although the future is hard to predict, how much longer do you think the current executive director of your nonprofit will remain in the position?
© 2012 HR Council for the Nonprofit Sector www.hrcouncil.ca
Driving Change:A National Study of Nonprofit Executive Leaders
Key Finding 2: Within four years, over half of executive directors say they will leave their current position.
© 2012 HR Council for the Nonprofit Sector www.hrcouncil.cahttp://www.hrcouncil.ca/documents/driving_change.pdf
Driving Change:A National Study of Nonprofit Executive Leaders
Key Finding 7: The mission of the organization and the ability to make a difference are the key motivators for leaders to work in the sector.
© 2012 HR Council for the Nonprofit Sector www.hrcouncil.cahttp://www.hrcouncil.ca/documents/driving_change.pdf
Driving Change:A National Study of Nonprofit Executive Leaders
Key Finding 8: Remuneration is not the top motivator for working in the sector, but it is important for retaining leaders.
© 2012 HR Council for the Nonprofit Sector www.hrcouncil.cahttp://www.hrcouncil.ca/documents/driving_change.pdf
Driving Change:A National Study of Nonprofit Executive Leaders
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Driving Change: A National Study of Nonprofit Executive Leaders
With so many executive directors indicating that they are likely to leave their role within the next four years—and a recognition from board members of this timescale—it is significant that such a high proportion of board members
say that their organization does not have a plan in place to deal with the loss of their executive director (see chart below left). Moreover, the experience of having to find a new leader is not uncommon, with 48 per cent of board
members saying that their organization has had three or more executive directors in the last ten years.
While a higher proportion of organizations have an emergency succession plan in place for who will run the
organization in the absence of an executive director, only one-half of board members surveyed indicate this is in
place (see chart below right).
“There is no succession planning happening at a senior level. When leaders leave, all the knowledge
leaves.” – Executive Director, community development nonprofit.
Succession Planning
Most board members say that their nonprofit does not have a succession plan in place for the position of executive director.
Yes 52
No 45
Don't know
3 Yes 25
No 72
Don't know
3
All board members, 2011 All board members, 2011
Q. Does the board of the organization have a succession
plan in place for the position of executive director?
Q. Does the board of the organization have an emergency
succession plan in place for who will run the organization in the
absence of an executive director?
© 2012 HR Council for the Nonprofit Sector www.hrcouncil.ca
Is there a Plan in Place?
Leadership Continuity
Allow People to See Themselves as
Important to the Organization’s Future
Retain and Motivate
The People You’ve Got
#1.
#2.Manage A Leadership Emergency
Before It Happens
Operate With Policies That
Prescribe Leadership Continuity
Talk About It!
How Do We Value “People Raising”?
#3.
#4.
#5.
The Five Pathways To A Successful Succession Planning Culture
Succession PlanningAssuring A Continuity of
Voluntary & Professional Leadership
To Sustain The Organization
And Safeguard Its Mission
Are We Prepared
For Vacancies
Before They Occur
How Do We Build
Human Capital Along
With Financial
Capital?
How Do We
Build An Escalator
Of Future Leaders?
Pathway 1 – Talk About It!It Takes “People” To Advance A Cause
Recruitment, Retention, Talent
Escalator
Human Resource Practices
Succession Policy
Emergency
The Plan Says: People Resources Are The
Key To Advancing Our Mission, Evolving Our
Organization, Creating Impact In Our Community, and Guaranteeing Future
Leadership
Pathway 1 – A Succession “Plan”It Takes “People” To Advance A Cause
GOAL:Fostering Leadership
Continuity
GOAL:Providing A
Structured Pathway Between Leaders
GOAL:Creating
Opportunities For Individuals To Grow
Skills & Loyalty
Transition
Planning
Succession
Planning
Career
Planning
Position PersonOrganization
Pathway 1 – Toward Common UnderstandingKnow The Difference
Disaster Preparedness
and Relief
GOAL: Help Weather An Unplanned
Departure Or Prepare For One
By Creating A Culture Of Safeguarding
Leadership Continuity
Agency
Inventory
Interim
Professionals
Position
Strategy and
Performance
Review
People Escalator
Pathway 2 – Emergency or Contingency
THE OUTCOMES:People Know What Will Happen If A Position Is Vacated During The Year
The Successor Has Access To Critical Information To Get Started
Information Inventory• Canadian Version
available for conference attendees
• First thing to consider as part of Succession Planning
• Easy but Difficult
The Outcome
Procedures ForAssuring The
Organization There Will Be Leadership Continuity and A Defined Process
Pathway 3 - Succession Policy
Policy
Creates
Culture
Permanent
Vacancies
Long-Term
Vacancies
Short-Term
Vacancies
Succession
Planning
Pathway 4 – Retaining Good PeopleBasic Human Resources
What Is “BASIC” as it
pertains to your
organization?
Nonprofit Leadership Requires Transparent , Accountable , and Participatory Processes
The Goals:
Protect The Organization From Liability
Set Performance StandardsFor The Human Capital Engaged With The Mission
Discuss Succession Regularly
Manage Attrition
Develop Skills and Build Organizational Loyalty
Conflict of Interest Statements
Staff and Volunteer Job Descriptions
Complete Personnel Files
Staff and Volunteer Development Program
Employee and Volunteer Handbooks
Annual Performance & Compensation Reviews
Culture of Attraction
…is about building relationships to
deepen engagement
Leading
Contributing
Involved
Engaged
Aware
PEOPLE’S MONEY
PEOPLE’S RELATIONSHIPS
PEOPLE’S EXPERTISE
A Picture of Future
Success
Accountable
Development of
People & Resources To
Advance The Mission
Pathway 5 - The Resourced Strategic Plan
Resourced
Initiatives
THE OUTCOME:
To prove the effective and efficient use of resources to advance the organization and its mission while showing
each participant where he or she fits into the future
PEOPLE’S TIME
People’s Vested Interest
In The Future
What about the New Societies Act and Succession Planning?
• New Definition of Senior Manager
• Clarity of Director Qualifications
• More Clarity on Conflict of Interest
Recommendations for Indigenizing Governance
The Truth About Succession PlanningWhen your organization defines resource development as only money, you’ve neglected
your responsibility to the most valuable and sustainable assets that you’ve got …
THE PEOPLE WHO BUILD EQUITY IN YOUR MISSION
Sponsored By:
The Third Sector Company, Inc.
Irvine, California (562) 484-8281
Seattle, Washington (206) 799-1942
Vancouver B.C. (778)-847-2759
thirdsectorcompany.com
