Succession Planning. December

Transcription

1 December

2 Facilitator Julia Payson Knowledge Philanthropist

3 we inspire and build leadership in the voluntary sector. - Vantage Point Mission

4 Agenda Succession planning and organizational readiness Assessing strengths: From here to where? Continuity of leadership Contingency planning Succession planning Recruitment & onboarding Wrap up and Question & Answer session

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6 Blooms, Thorns and Buds doing now & doing well doing & could improve want to try

7 Agenda Succession planning and organizational readiness Assessing strengths: From here to where? Continuity of leadership Contingency planning Succession planning Recruitment & onboarding Wrap up and Question & Answer session

8 Leadership Motivation What inspired you to engage? What keeps you engaged?

9 Brainstorm What words or activities come to mind when you think of succession planning?

10 What is? The Planned Growth of People in and for your organization - Jeffrey Wilcox, Third Sector Learning

11 What is?

12 A Perspective of Abundance Board Succession Fundamentals Planning

13 Crafting your succession plan Where are you in your life cycle? Where are you headed (vision, strategic priorities) What skills/competencies/experience do you require? What diversity are you looking for?

14 Culture Leading Contributing It is about building relationships to deepen engagement Endorsing Following Observing

15 Culture What was the move towards the middle like for you? What motivated you to become more engaged?

16 Governance Management Planning setting direction LEADERS Performance Objectives Activities Strategies Goals Success Mission Vision Values Adapted from the Wilcox Model for Non-Profit Leadership

17 Planning where in the life cycle? Founding Passionate & Determined Decline/Decision Reinvent or Close the Doors Grounding Formal Status, Informal Structure Sustaining Roles, Comfort & Corporate Growing Duties, Hierarchy & Salaried Employees

18 Agenda Succession planning and organizational readiness Assessing strengths: From here to where? Continuity of leadership Contingency planning Succession planning Recruitment & onboarding Wrap up and Question & Answer session

19 DEMOGRAPHICS SPECIFIC KNOWLEDGE / SKILLS AREAS OF INFLUENCE Gender (Male / Female) Aboriginal Business & Industry Generational Perspective Accounting / Financial Management Community Development / Notfor-Profits Advocacy Government GOVERNANCE Capacity Building Media/Advertising Board Experience Cultural Diversity Sector-specific Not for Profit Event Planning Public / Crown Corporation Fundraising THINKING STYLE Private / Commercial Governance Fiduciary Board Leadership Government Relations Strategic Committee (Board or Council) Human Resources Generative Corporate Leadership Leadership & People Management HIDDEN TALENTS Legal PROFESSION Marketing & Communications Accounting / Finance Meeting Management Community / Social Services Organization Design Corporate / Business Public Speaking / Outreach NOTES & INSIGHTS Education / Training Government Law Program Delivery Policy Development Risk Assessment & Management

20 Homework Take a few minutes to complete the board strengths assessment. What skills, experiences and leadership styles does your board appreciate having at the table? What skills do you feel you could use going forward?

21 The Question of Diversity Diversity = the state of being composed of distinct or unlike elements or qualities Board diversity in terms of gender, race, cultural background, age, AND?

22 Diversity in Expertise Entrepreneurship Financial Management Fundraising Government Law Marketing Strategic Planning Human Resources Advocacy, etc..

23 Diversity in Connections Community Political Corporate Education Media Philanthropy Social services, etc

24 Diversity in Leadership Style Consensus Builder Visionary Bridge Builder Motivator Strategist Coach

25 Modes of Governance Generative Where great governance happens Fiduciary Strategic Richard P. Chait Ph.D., William P. Ryan Ph.D., Barbara E. Taylor Governance as Leadership: Reframing the Work of Nonprofit Boards, BoardSource, 2005

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27 Agenda Succession planning and organizational readiness Assessing strengths: From here to where? Continuity of leadership Contingency planning Succession planning Recruitment & onboarding Wrap up and Question & Answer session

28 Continuity of Leadership Contingency Planning What happens in the case of a sudden departure of key individuals? Succession Planning How do we continuously build a pipeline of future board members externally and from within? Strategic Recruiting What core skills and talent do we currently have on our board? What additional skills and talent do we require right now?

29 Tool Organization Inventory 1. Not-For-Profit/Charity Status & Critical Info 2. Policy Information 3. Financial Information 4. Contracts & Fund Development/Grants 5. Human Resources 6. Insurance 7. Facilities Management 8. Legal Information 9. Document Security & Passwords

30 Not-for-profit/Charity Status & Critical Info Information/Data URL Link (Server /Online) or File Last Updated People/Companies Include: Name/ Contact Information/ Comments, etc. Include: Link and indicate location (server/online) or file cabinet Indicate when information was last updated Information & Documents Include: Relevant information/actual numbers, etc. Include: Link and indicate location(server/online) or file cabinet Articles of Incorporation File Cabinet C Reviewed 12/09/2012 Bylaws Company server Governance & Strategy Folder BC Society Number S Charitable Registration Number RR Revised 04/30/2013

31 Tool: Succession Management Worksheet Role Current Information Board Chair Current Person Risk Assessment Impact of Vacancy Low/Med/ High Vacancy Risk Low/Med/ High Short-term Plan If current person wins the Lottery Vice Chair Medium/Longterm Plan Development & Transition Steps Provide meeting chair opportunities, etc. Vice Chair Treasurer ED/Coordinator

32 Matrix: Board Vacancy Joe X Sally X Treasurer X Chair X Vice-Chair X

33 Processes: Recruitment & Selection Recruitment strategy Clear position descriptions Role of Board Development Committee Focused interview process

34 Tool: Window of Work Wise Why s: why does the organization exist in their mind? Quests: what do they aspire to learn along the way? Glad Gifts: what skills, talent, expertise to they gladly bring to their role No-No s: what don t they want to be asked to do?

35 Brainstorm How do you successfully onboard new board members?

36 Processes: Onboarding Board Toolkit: handbook, letter of agreement Orientation to board & organization Meet with other board members and/or staff Mentor/buddy relationship

37 Processes: Knowledge Transfer Organization inventory Documented procedures Policy manuals Handover notes (promotions, vacation, exiting) Board microsite Exiting Process

38 Agenda Succession planning and organizational readiness Assessing strengths: From here to where? Continuity of leadership Contingency planning Succession planning Recruitment & onboarding Wrap up and Question & Answer session

39 Wrap-Up Culture, process and planning On-boarding a process, not an event Recruitment, succession planning and contingency planning

40 Blooms, Thorns and Buds How will you think differently; or interact with your board members differently; or engage with your work differently? What is your next step to make that a reality? [Replace with photo] [Caption] Board Succession Fundamentals Planning

41 Issue or Opportunity: Name next 2 Board Chairs by next AGM Current State: Board Chair ready to move on, many new board members in the midst Desired State: Staggered terms to ensure greater continuity, next 2 Chairs identified Relevance? Less time spent/focus spent on contingency planning, more If we achieve this what will be mission because next Chair already up-to-speed different? Whose support is essential? Board, membership. ACTION PLAN: 1. Review/revise nominations committee TOR and draft Key steps and/or deliverables workplan (May 2014) with target dates 2. Populate board matrix to understand current state (May 2014) 3. Current Chair meet with all board members to identify interest (June 2014). RESOURCES REQUIRED: People? $$s?

42 Questions & Comments Board Fundamentals

43 Want to Know More? Visit Vantage Point Resource Center: Board Source: Read Idealware:

44 Upcoming Learning March 24 9:00 am 12:00 pm 1183 Melville St Vancouver Strategic Planning Learn why having a strategic plan is important to your organization and how this can be achieved. December 4 9:00 am 12:00 pm 1183 Melville St Vancouver Executive Director: Leading Your Board Keep your board focused on governance and out of operations. Call or nswitlo@thevantagepoint.ca to book your place

45 Thank You Join us for our next learning opportunity!