Succession Planning - how to develop the leaders of the future at your organization

1. SUCCESSION
PLANNING
Develop
the
Leaders
of
the
Future
July
17,
2014,
San
Diego
Simon
VeIer
1

2. Companies
We
Work
with
Page 2

3. Goals
for
Today
1. Leadership
Pipeline:
Develop
leaders
for
the
next
level
-­‐
5
pracBcal
Bps
2. Understand
the
impact
of
effecBve
and
ineffecBve
leadership
3. Apply
a
proven
process
that
creates
posiBve
measurable
change
Page 3

4. THE
LEADERSHIP
PIPELINE:
PREPARING
LEADERS
FOR
THE
NEXT
LEVEL
Page 4

5. Leadership
Pipeline
Model
Manager
Individual
Contributor
Group Executive
Manager of
Managers
FunctionLeader
Business
Leader
Chairman &
CEO
4
3
2
1
6
5
TransiBons
are
criBcal
events.
HR
can
make
a
posiBve
impact
5

6. 5
PracBcal
Tips
for
Succession
Planning
1. Get
ExecuNve
sponsorship
and
support.
2. Change
the
name
of
the
process
from
“Succession
Planning”
to
“Succession
Development”.
3. Invest
in
your
best
people
(your
High-­‐
PotenNals)
4. Measure
outcomes,
not
process.
5. Keep
it
simple.
Page 6

7. WHAT
MAKES
A
LEADER
EFFECTIVE?
Page 7

8. A)
Think
of
a
person
you
personally
know
(or
worked
for)
and
you
consider
an
effecBve
leader.
What
is
ONE
behavior
this
person
demonstrates
that
makes
him
or
her
an
effecBve
leader?
B)
Think
of
a
person
that
you
personally
know
(or
worked
for)
and
you
consider
an
ineffecBve
leader.
What
is
ONE
behavior
this
person
demonstrates
that
makes
him
or
her
an
ineffecBve
leader?
8
Exercise
“Leadership
Traits”

9. Leaders
don’t
get
appointed.
It’s
earned
through
behavior.
You
only
become
a
leader
when
other
people
want
to
follow
you.
Source:
Kouzes/Posner,
The
Leadership
Challenge
What Makes a Leader?
Page 9

10. SUCCESS
INHIBITORS:
IDENTIFY
ATTRIBUTES
OR
BEHAVIORS
THAT
CAN
INHIBIT
THE
LEADER’S
PERFORMANCE
AND
EFFECTIVENESS
Page 10

11. 5
Common
Inhibitors
(Behaviors)
1. Displaying
excessive
drive
and
ambiNon
(ImpaBence)
2. Demonstrate
smartness
(not
listening
to
others,
know
it
beber)
3. Solve
problems
(for
others)
(lose
focus
of
big
picture,
micromanagement)
4. Laser-­‐sharp
focus
on
results
and
achievement
(Lack
of
interpersonal
sensiBvity,
being
abrupt)
5. Show
high
need
for
integraNon
and
parNcipaNon
(Conflict
avoidance,
lack
of
asserBveness)
Page 11

12. DEVELOP
LEADERS
OF
THE
FUTURE:
APPLY
A
PROVEN
PROCESS
TO
CREATE
LASTING
CHANGES
IN
LEADERSHIP
BEHAVIORS
Page 12

13. Process
to
Create
a
Change
in
Behavior
Assess
Plan
Follow
up
&
Change
Measure
Page 13

14. PercepBon
Mabers
We
judge
ourselves
on
our
intenNons.
We
judge
others
on
their
behaviors.
I
think
I
am…
§ driven,
determined
and
goal-­‐oriented
§ Confident
§ Smart
§ Humorous,
fun
Others
see
me
…
§ impaBent
and
stubborn
§ Arrogant
§ “know-­‐it-­‐all”
§ SarcasBc,
cynical
14

15. Exercise:
Change
a
Behavior
A. Pick
ONE
behavior
you
want
to
improve
that
will
help
you
personally
and
in
business?
B. Write
down
two
reasons
why
do
you
want
to
change.
(what
benefits
will
you
get
from
changing
the
behavior?)
Page 15

16. Apply
the
FEEDFORWARD
Concept
Apply
Three
Rules
1.
Listen
without
judgment
2.
Take
notes
3.
The
only
response
is
“Thank
you”
Page 16

17. Focus on the Future, not the Past
Feedback:
Input
or
data
about
the
past.
We
cannot
change
the
past,
we
can
learn
from
it.
Feedforward:
Ideas
or
suggesNons
for
the
future.
Let
others
help
you
change.
past
future
NOW
Page 17

18. Page 18
“The
most
significant
indicator
for
behavioral
change
is
follow
up
and
feedback
from
co-­‐
workers.”
-­‐-­‐
Marshall
Goldsmith

19. Page 19

20. Scenario
A
(“private”
coaching)
Month
Page 20
Coaching
Example:
Improve
Listening
1 2 3 4 5 6
Scenario
B
(involving
others)
1 2 3 4 5 6
Change
Behavior
AND
Perception

21. 21
Leading(Self!
(personal!presence)!
Leading(Others!
(team!presence)!
Managing(Business!
(organizational!presence)!
• Self4awareness!!
• Credibility,!confidence!and!
personal!power!
• Communication!and!
interpersonal!sensitivity!
• Manage!stress,!time!and!
energy!
• Build!effective,!high4
performing!teams!
• Motivation!and!
empowerment!!
• Coach!and!develop!others!
• Delegation!and!
accountability!
• Create!a!shared!vision!
and!ensure!execution!
• Leading!positive!change!
• Influence!across!
organizational!boundaries!
• Executive!speaking!and!
presentations!
!
!
CriBcal
Leadership
Skills

22. How
to
Develop
Leader
of
the
Future
1.
Focus
on
improving
leadership
behavior
2.
Support
from
colleagues
and
co-­‐workers
is
the
most
significant
predictor
for
improved
leadership
effecNvenss
3.
Follow
up
is
criNcal
to
change
behavior
and
percepNon
Page 22

23. Tel: +1 760-481-5549
simon@simonvetter.com
www.simonvetter.com
23
Best
of
Success
in
Developing
Your
Leaders

24. EXECUTIVE
TRANSITION:
HELPING
LEADERS
SUCCEED
AT
THE
NEXT
LEVEL
Page 24

25. ExecuNve
TransiNon:
Research
Findings
1)
• Failure
rate
for
execuNve
transiNons
are
at
an
all
Nme
high
– 30%
of
External
Hires
don’t
meet
expectaBons
in
first
2
years
– 22%
of
Internal
Hires
don’t
meet
expectaBons
in
first
2
years
• The
cost
of
execuNve
level
“miss-­‐hires”
are
staggering
– 15
X
salary/cost
is
a
typical
esBmate
of
direct
and
indirect
costs
– Sample:
$2mio
“expense”
for
a
$200k
execuBve
• Ramp-­‐up
Nme
far
exceeds
the
classic
“first
90
days”
1) Research Study by Alliance for Leadership Excellence
(Alexcel) and Institute for Executive Development (IED),
107 Organizations in 12 countries and 21 industries
Page 25

26. Learning
Curve
for
Internal
ExecuNve
Transfers
0 %
5 %
10 %
15 %
2 0 %
2 5 %
3 0 %
3 5 %
4 0 %
4 5 %
5 0 %
<
1
m o nth 1
-­‐
3
m ts . 3 -­‐6
m ts . 6 -­‐9
m ts . >
9
m ts .
26

27. Learning
Curve
for
External
ExecuNve
Hires
0 %
5 %
10 %
15 %
2 0 %
2 5 %
3 0 %
3 5 %
4 0 %
<
1
m o nth 1
-­‐
3
m ts . 3 -­‐6
m ts . 6 -­‐9
m ts . >
9
m ts .
27

28. Why
ExecuNves
Fail
(7
Reasons)
66%
Lack
of
interpersonal/leadership
skills
(e.g.
collaboraNon)
47%
Lack
of
personal
skills
(self-­‐management,
focus,
drive)
41%
Goal
conflicts
between
leader
and
the
organizaNon
32%
OrganizaNonal
system
issues
31%
ExecuNve
assigned
to
wrong
role
27%
Lack
of
support
from
execuNve
development
team
15%
Lack
of
technical
skills
on
the
execuNve’s
part
Page 28

29. Resources Provided
Internal External
What’s
done
What
works
What’s
done
What Works
Pre-employment activities n/a n/a 26% 8%
Orientations with other new
executives
22% 11% 46% 19%
Mentoring/informal “buddy”
networks
47% 30% 48% 46%
Executive coaching 33% 43% 28% 36%
Customized assimilation plans 33% 38% 33% 38%
Type
and
EffecNveness
of
Support
Page 29