The leadership of a large credit union recognized the planned retirement of their core executive leadership -- the top three executives -- was going to occur within 16 months of one another. These leaders all had substantial tenure (20+ years) at this organization and represented a key brain-trust. Further analysis revealed that there were 14 executives departing over a three year period, a substantial loss of leadership capital. This case study reveals how these and other problems were solved with the help of DDJ Myers. Read more at: www.nafcu.org/ddjmyers/

1. SUCCESSION PLANNING
CASE STUDY – OVER $2.5 BILLION CREDIT UNION
Objective: Large Credit Union Seeks DDJ Myers evaluated candidates in key
categories of strategic succession planning
to Bridge Loss of Executive Capital readiness noted below.
When assessments were completed, it was
The leadership of a large credit union realized that the number of successors was
recognized the planned retirement of their low:
core executive leadership ‐‐ the top three Ready Now: None, due to co‐occurring
executives ‐‐ was going to occur within 16 retirements.
months of one another. These leaders all had Targeted for Development: None, as no
substantial tenure (20+ years) at this key executives were in a formal succession
organization and represented a key brain‐ development.
trust. Further analysis revealed that there Ready Future: One, a manager‐level who
were 14 executives departing over a three showed promise.
year period, a substantial loss of leadership Learning: Three, with a five year
capital. development cycle.
Aggregated: Replacement
# Executive Replacements
7
6
Number of Replacements
5
4
3
2
1
0
2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026
In the remaining four chief or “C‐Level” roles,
The topic of succession planning grew in
there was only one who could fall in an
breadth as a result of recognizing a larger risk
interim role if needed in an emergency.
of talent loss. The organization recognized
Due to a history of a closed approach to
the need for multiple levels of succession
succession, potential candidates were not
planning to support future talent at many key
aware of their status in the succession role
roles in the organization.
and there had not been active development
opportunities.
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2. HEADER
SUCCESSION PLANNING
SUBHEAD HERE
CASE STUDY – $3-5 BILLION CREDIT UNION ENTER MONTH/YEAR
MAY 2009
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LEVELS OF SUCCESSION READINESS
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New Direction
The historical approach with authority was Each participant in the succession planning
seen as becoming less sustainable as the process (65 people in this engagement) had an
organization increased in size. Talents in individual Leadership Development Plan in
employee coaching, decentralization of support of increasing success in their current
authorities, influential leadership, and role and/or as a career track to be a successor
flexibility were identified as new vertically or laterally in the organization.
competencies needed for both the potential A facilitated dialog with each incumbent and
candidates as well as the executive team. The their manager generated more open
organization identified a pressing need to look conversation about their development and
beyond just the CEO role in their succession career path which had not been present in
plan to begin to develop a broad pool of the culture historically.
talent.
For more information regarding Executive Recruitment or Succession Planning please contact us at 800.574.8877
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