Organizational Change and Succession Planning

Transcription

1 Organizational Change and Succession Planning Heidi J. Flatt, CPA, CGMA Chief Operating Officer NYSARC Trust Services

2 What causes change in Organizations? Leadership Changes (corporate/trust programs) Growth / Decline Change in service delivery System needs/improvements Internal controls Improve/Maintain quality of services Efficiency Technology improvements Planned Change Opportunity Unexpected

3 Who is impacted by change? Beneficiaries / Families Leadership Staff Board Members Outside parties (vendors, etc.)

4 Tips for managing Organizational Change Communication of plan(s) upfront Sell it Delegate Expectations Commitment but adapt/flexible Expanded communication channels Positive Attitude and supportive

5 Communication Probably the most important thing for successful change is Communication at all levels Don t wait let staff know about impending change. Keep them apprised as change is implemented

6 Sell It Try to get staff to buy into the Change. Explain it to them. After all, you are going to need their help to achieve the goal(s). People are not so much against change, as they a against being changed. It is common for managers not to share impending change. Take the time to share the information about pending change once it is known. This gives you time to get them on board.

7 Delegate Change requires the assistance of Staff. Often managers try to do everything themselves. Delegate some of the responsibility to staff so they feel a part of what s happening.

8 Expectations When communicating, be sure that expectations are clear. Be clear as to what is expected (goals, time lines, work output, system implementation, etc.).

9 Commitment For change occur, management needs to be committed to making it happen. Staff look to management. If they don t feel management is committed, they won t be. Be prepared to adapt and be flexible. As we implement change, sometimes things don t go according to plan OR the plan changes.

10 Expanded Communication Channels Continue to communicate as change progresses Make sure everyone affected is informed.

11 Positive Attitude / Be supportive

12 Successful Change What ever it is that will be changing should be planned out Assess the status of changes being implemented on a regular basis so that issues/problems can be worked out Give praise when due for successes along the way

13 Reality

14 Be prepared No matter how much planning is done and how hard you try to get everyone on board, there will be individuals who will be negative and make implementation difficult. While you don t know where/how/who, be prepared to address pushbacks

15 Persevere Stay positive and keep going Consider modifications that may make things easier, yet reach the intended goal Listen to those doing the implementation. They may have good ideas Recognize your accomplishment.

16 Succession Planning

17 Succession Planning Board of Directors (trusts) Trust leadership Not for profit leadership

18 Reasons for Succession Planning Planned Retirement Key person has moved on The Unexpected Professional development

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20 Board of Directors Board should be comprised of individuals who know your business, offer expertise, understand the service you provide. In not for profits it is sometimes difficult to get the right talent President/Chair current members are your pool for a successor

21 Trust Leadership Those of us here come from many difference sized trust programs: Programs offered Number of beneficiaries Number of staff Each of us may go about succession planning differently Many don t have a plan in place

22 Key Trust Leadership Identify Key Positions Determine needed background and skills Has this changed over the years? What can you afford? (attracting talent) What talent do you have in house?

23 Retirement Probably the easiest to plan for Plan in advance (3 5 years) Have time develop staff Wait! What is your staffing? Can you afford it?

24 Start a Succession Plan Checklist Define a succession plan aligned with the big picture Remember your Vision / Mission Create transparency and develop a talent roadmap Create training that will develop staff skills to assist you Document extensively to preserve institutional knowledge!! This is a specialized field. Make record of what you know. This is an ongoing processing. Not just your policies & procedures

25 Planning for the Unexpected Oh those things that happen without notice: Relocation Death Business change Professional relationships Legislation Etc. How will you continue with out interruption?

26 Another Succession Planning Model Similar to the Model presented earlier But reminds us to include Strategic and Program Goals

27 Closing Succession Planning and Organizational Change go hand in hand a change in your leadership will undoubtedly result in other changes.

28 Contact Information Heidi J Flatt, Chief Operating Officer NYSARC Trust Services 29 British American Blvd. Latham, NY Direct Line: E mail: flatth@nysarc.org