Developing Leaders From Within. Survey Results: Overview. Survey Demographics. Survey Demographics 5/9/2017. VCOS Leadership Survey

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1 Leadership is about change. Developing Leaders From Within The Key To Change and Succession If you need no change, you need no leader. In times of change, people seek out strong leadership Survey Results: Overview VCOS Leadership Survey Survey purpose: identify and address your most pressing issues/challenges about building leaders from within Recent VCOS leadership survey identified numerous areas of concern Based on the results we will: Identify the leadership issues that were identified as important Offer suggestions that you can implement now Share comments about what works for your agencies Agency Size Agency Type Agency Location Agency Services 31% 45% 24% members members >100 members 71% 19% 9% Combination Non-paid Paid on call 41% 26% 16% 12% 3% 2% Northeast Mid-west Southwest Southeast Northwest Outside U.S. 100% 93% 88% 78% 66% 40% Fire suppression PS education Fire prevention EMS Specialty services Amb. transport 1

2 % Leaders Leaving <3 Years 19% None 23% 1-2% 10% 3-5% 15% 6-10% 19% >10% 7% Don t know Rank or Position 56% Fire chief 14% Chief officer 6% Executive officer 6% Company officer 18% Other Years at this Agency 73% > 10 years 11% 5 to 10 years 10% < 3 years 6% 3 to 5 years Years till Retirement 65% > 5 years 24% 3+ to 5 years 6% < 1 years 5% 1 to 3 years Areas of Vulnerability Ability to: Opportunities to Influence Leaders 69% 69% 59% 56% 39% 6% Fill leadership positions internally Retain good performers Recruit entry level candidates Interest good performers in leadership roles Obtain adequate funding Other 78% have training academy for new recruits 55% have recruitment process 46% have selection process 45% have promotional process 39% have clear performance standards 33% have retention plan or process 32% have professional development program Are You Walking the Talk? Are You Walking the Talk? What you reported 64% agree/strongly agree that identifying potential future leaders during recruitment is of great value to your agency What you do (or not do) 49% currently do NOT identify potential future leaders during recruitment We look to recruit warm bodies leadership qualities (are) a bonus. What you reported 69% report trouble filling leadership positions internally What you do (or not do) 38% haven t thought about a leadership development plan or have talked but taken no action 35% have an informal, unwritten plan 8% have implemented a formal plan 2

3 Like recruitment. leadership development is a 24/7 activity! The BIG BUS Theory Unlike recruitment. It is the Policy Maker s and Chief s responsibility to build future leaders through succession planning. If there are no internal future leaders it begs the question why not? Everyone has a vested interest in their and the organization s future Leadership Is Not Rocket Science Who led you? Who are your mentors? List their attributes The Five Critical Attributes In order to lead you must be. Honest Forward-Looking Competent Inspiring Intelligent (process systematically) The Three Critical Questions Can I trust you? Are you committed Do you care about me as a person? Lou Holtz Getting Beyond Crisis Management Ethics Administrative and Finance Competency Instill confidence Communicate effectively Understand the political environment Manage community relations 3

4 The leader(s) of tomorrow are not necessarily like those you have today. You must have a vision for the future in order to understand who and what you are looking for as leaders. Developing Leaders It Starts With You Are you able to state the following with resolve: I am Self confident I am Self Motivated I am Mission driven I enjoy a challenge I simplify change I maintain a sense of humor I am open minded and flexible Step Back And Look at Your Situation Determine Who You Are Looking For Look at where the organization is going in 3-5 years Review strategic plan who can drive the plan Be realistic with what can be done Declare the fact you are looking for future leaders Design a means for people to step forward Formalize career paths for all positions Give members permission to think of themselves as leaders and give them the opportunity to lead Those that can see and communicate the vision A person people respect Demonstrated ability to lead Candidates that are positive - can do attitude Team players team comes first Growth potential teach me show me Ability to follow through long term commitment Loyalty - just as good of a follower as leader Resiliency 4

5 Develop Process For Getting There Top down and bottom up assessment (needs) Determine pathway for members to get there Identify promotional processes Determine what your people need to do Communicate estimated time lines Establish means of reviewing individual progress A Systematic Approach Identify vulnerable areas and plan accordingly Succession planning and leadership needs dictate training and recruitment decisions Training decisions based on performance needs and expectations Formal buy-in from policy makers Communicate vision and needs to community Create A Positive Climate Lead with vision Provide growth opportunities Emphasize the need for a farm team Find opportunities for people to lead List examples Components And Tools Training programs, courses, outside education Position task books Personal notebooks Failure To Have a Leadership and Succession Plan Possible disruption of service Stalled initiatives Decreased membership morale Unclear direction Loss of critical knowledge and expertise Conflicting interests pop up Loss of community support Nurturing Future Leaders Have a plan Believe in them Encourage them and give them opportunities Share your vision with them (be specific) Be resilient 5

6 Great Leadership Translates To: Clear understanding of your agency s true value: How What Why Discussion THANK YOU Jack Snook Jack.Snook@esci.us Kurt Latipow klatipow@outlook.com 6