? WHAT IS YOUR MOST PRESSING CONCERN ABOUT YOUR NEXT GENERATION OF LEADERS?

a. We haven’t identified high potentials

b. Skill gaps

c. No development plan in place

d. No resources to develop leaders

e. Something else

It’s not just succession to the top – it’s getting the right person in place for every job. Some of tomorrow’s key jobs may not even

exist now. Robert M. Fulmer, Growing Your Company’s Leaders

WHAT WE HOPE YOU’LL LEARN:

A practical model for selecting participants

for a succession planning or HIPO

development program

A model for determining the

development targets and

competencies for your program

Best practices in succession planning and

HIPO development programs

Critical Trends

• Broad market forces

and trends

• Emerging

competencies

• Future job needs –

likely unknown today

• Reduced employee

loyalty

BEST PRACTICES: SUCCESSION PLANNING AND THE BOTTOM LINE

Aligned with organization’s strategic objectives.

Analysis of current and future capabilities

required.

Focused on potential and values.

Perceived as relevant and

real by participants.

Drives a culture of continuous

learning and development.

S.W.O.T. ANALYSIS

STRENGTHS: What do we

do well today? Will our

strengths prepare us for

future success?

WEAKNESSES: What do we

do poorly and why? Can we

do LESS of this? What steps

must we take to either

improve or minimize the risks?

OPPORTUNITIES: What are our greatest opportunities for

growth? Are our strengths aligned to take advantage of

them? Do our weaknesses stand in the way?

THREATS: Where are we vulnerable? Are our biggest threats

external or internal? Market-driven or competition? Lack of

talent or not the right talent?

REQUIRES

EXECUTIVE

INVOLVEMENT!

STRATEGIC GOAL ALIGNMENT

Understanding of current and future

trends for organization and industry.

OPPORTUNITIES THREATS

Are our strengths aligned

to take advantage of

opportunities?

Do our weaknesses

stand in the way?

Where are we

vulnerable?

Are our biggest threats

external or internal?

Market-driven or

competition?

Lack of talent or not the

right talent?

LOW

PERFORMANCE

AND

HIGH POTENTIAL

HIGH

PERFORMANCE

AND

HIGH POTENTIAL

HIGH

PERFORMANCE

AND

LOW POTENTIAL

LOW

PERFORMANCE

AND

LOW POTENTIAL

5

5

4

4

3

1

2

1 2 3

High

High

Low

PERFORMANCE TO POTENTIAL POTENTIAL

PERFORMANCE

Deciding Whom to Groom

LOW SELF AND HIGH OTHERS

• Under utilized skills

• Motivation to excel may be

issue - career goals may

not be aligned with area

HIGH SELF AND HIGH OTHERS

• Areas of true strength

• Focus for development

• Opportunity for major gains

in productivity and career

growth

HIGH SELF AND LOW OTHERS

• Blind Spots

• Substantial need for

coaching

• Opportunities for significant

career conflict and disaster

LOW SELF AND LOW OTHERS

• Areas to avoid and move

away from to the extent

possible

• Coach techniques to minimize potential career

harm

5

5

4

4

3

1

2

1 2 3

High

High

Low

PERFORMANCE RATINGS OF SELF AND OTHERS

OTHERS

SELF

Readiness

SELF- SELECTION

ASSESSMENTS

• Values-driven

behavior

• Competencies

• Career readiness

OBSERVATION

CURIOSITY

INSIGHT

ENGAGEMENT

DETERMINATION

LOOK FOR POTENTIAL

Understanding of current and future

trends for organization and industry.

COLLABORATION

LEARNING AGILITY

PEOPLE

DEVELOPMENT

DIGITIAL LITERACY

GLOBAL

CITIZENSHIP

Vision

Interpersonal Skills

Ability To Develop

Others

Intelligence

Character

CLEARLY DEFINE

STANDARDS,

REQUIREMENTS

AND

COMPETENCIES

RELEVANCY AND SUPPORT

Communicate the why, how and when?

Managers need to stretch, challenge, and coach their high-potential employees…

Without multi-dimensional dialogue about these issues, managers tend to hold on to their high-potential people instead of helping them along an intentional developmental pathway.

High-potentials then may interpret this as a lack of company support and will be inclined to look elsewhere.

Ron Ashkenas, The Paradox of High Potentials

Harvard Business Review

HOLISTIC THINKING

INTEGRATED

CHANGE CAPACITY

COLLABORATION

COMMITMENT

CONTINUOUS LEARNING

A learning culture has five key elements.

Leaders at All Levels

Supervisory and Team Lead

HIGH POTENTIAL EMPLOYEES

Managing

NEW MANAGERS AND NEWLY

PROMOTED

Advanced Leadership

MID AND SENIOR LEVEL MANAGERS

Executive Development

SENIOR DIRECTORS AND

VICE PRESIDENTS

Consideration

Exploration

Transition

Adoption

Succession Planning Phases

Succession Planning Phases Pre-Promotion Post-Promotion

Consideration Exploration Transition Adoption

Focus Selection Roles and

Responsibilities

Processes and

Procedures

Professional

Identity

Information

Time Frame 1+ Year 1 Year or Less 1st 100 Days 6-18 months

Activities • Seminars

• Informational

interviews

• Job shadowing

• Focus groups

• Training

• Acting

Manager

• Job

Rotation

• Project

Manager

• Training

• Mentoring

• Networking

• Training

• Mentoring

• Feedback

• Peer

Evaluation

A Succession Plan for First Time Managers, Maria Plakhotnik and

Tonette S. Rocco, T&D Magazine, December 2011

Best Practices: Succession Planning and the Bottom Line

Aligned with organization’s strategic objectives.

Analysis of current and future capabilities

required.

Focused on potential and values.

Perceived as relevant and

real by participants.

Drives a culture of continuous

learning and development.

BIZLIBRARY.COM

Course: Business Impact – Succession

Planning

Target: Managers

Course Title:

QuickTalks: Rob Kaplan:

Leadership Lesson: You Must

Ask the Right Questions to

Adapt

Target: Leaders at All Levels

BIZLIBRARY.COM

Chris Osborn

Vice President of Marketing

cosborn@bizlibrary.com

@chrisosbornstl

Jessica Petry

Marketing Specialist

jpetry@bizlibrary.com

@JessLPetry

@BizLibrary