8/19/2018 SUCCESSION PLANNING: BUILDING LEADERS/LEADERSHIP TEAMS FOR FUTURE SUCCESS PRESENTATION AGENDA INTRODUCTION JIM LAY

Transcription

1 SUCCESSION PLANNING: BUILDING LEADERS/LEADERSHIP TEAMS FOR FUTURE SUCCESS Jim Lay J.F. Lay & Associates, LLC August 30, 2018 PRESENTATION AGENDA Introduction What do we mean by Succession Planning? The Challenge Succession Planning System Foundation System/Process The Opportunity/The Future INTRODUCTION JIM LAY Initiated consultancy in 2001 Organizational and Leadership Development, Strategy worked in education, for-profit, non-profit Career experiences in finance, community development and senior living (six-year stint ended earlier in 2018) Passion for creating development opportunities for individuals and organizations 1

2 TRADITIONAL DEFINITION Source - Society for Human Resource Management (SHRM) What is Succession Planning? Focused process for keeping talent in the pipeline Identifying crucial job skills, knowledge, organizational practices Process to pass on the above to prepare the next generation of organizational leaders and team members Ensure seamless movement of talent and knowledge in an organization Important and relevant regardless of organizational size TODAY S CRITICAL FACTORS Industry Transformations Generational Differences Technology Impact Shared Focus Organizational Need Individual Career Aspirations KEY DIFFERENCES REPLACEMENT Organization chart remains the same Focuses on back-ups at top level Responds to occurring needs Views most team members as relatively easy to replace SUCCESSION Organizational structure is in ongoing evolution Develop at multiple levels Ongoing efforts to build legitimate bench strength Strategic priority Values team members Emphasizes knowledge transfer 2

3 THE NUMBER ONE RESPONSIBILITY OF LEADERS IS TO DEVELOP MORE LEADERS FOUNDATIONAL PRINCIPLES How we lead matters Leadership is behavioral, not hierarchical Place people in big jobs before they are fully ready Outcomes are the driving force, not the activity level or method What works today may not work tomorrow Who fits today may not fit tomorrow Failures are to be expected and supported real growth THERE ARE TWO KINDS OF PEOPLE IN ORGANIZATIONS THOSE WITH TEN YEARS EXPERIENCE AND THOSE WITH ONE YEAR OF EXPERIENCE REPEATED TEN TIMES 3

4 FOUNDATIONAL PRINCIPLES Talent is far more broadly defined than just technical skills, knowledge and/or experience Experience leading outside of knowledge base is critical Invest your efforts in those who are your stars, and help focus the rest of your team It is essential that existing leaders model the expected behaviors, invest in the emerging generations, and adapt to the needs and styles of those they seek to develop Act before there is a pressing need SYSTEM COMPONENTS Identify and Assess Key Positions Targeted Priorities Strategic importance Competencies and experiences needed Profile for success Identify Top Performers (and tell them that they are!) High potential employees Those who possess what you value SYSTEM COMPONENTS Assessment of Top Performers Strengths to leverage Areas to refine or realign Feedback from leaders, peers, team members Development Strategies Collaborative creation Experiential opportunities Mentoring, coaching, education, etc. 4

5 SYSTEM COMPONENTS Feedback, Review of Progress Formal Informal Ongoing Iteration of strategies and plans Highly interactive THE OPPORTUNITY Don t discuss it or admire those who do it well - do it Become a target of industry job seekers Enhance organizational sustainability Elevate existing leadership performance through pressure to model behavioral expectations Strengthen, not just sustain, your competitive position and your organizational performance Experience the personal fulfillment of experiencing the impact created for others THE CEMETERIES OF THE WORLD ARE FULL OF INDISPENSABLE MEN -CHARLES DE GAULLE 5

6 QUESTIONS? SUCCESSION PLANNING: BUILDING LEADERS/LEADERSHIP TEAMS FOR FUTURE SUCCESS Jim Lay J.F. Lay & Associates, LLC (513)