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Succession Plan
from good to GREAT
Taking Your
1. Name2. Company3. Your role
Get to know your neighbours!
SELF-ASSESSMENT
On a scale of 1 - 10
1. How good is your organization’s succession plan? (based on results)
2. How confident are you in your ability to make it better (or implement one)?
“Good is the enemy of great”- Jim Collins
“CommonMichael Timms
According to a recent survey by Deloitte, what percentage of
companies report that their leadership pipeline is a top
strategic concern?
POLL QUESTION #1
90% of companies believe that succession is one of their most important challenges.
- Deloitte Global Human Capital Trends 2016
Survey Says…
What percentage of companies report that they have an effective succession plan?
POLL QUESTION #2
14% of companies believe they have a succession program that works.
- Deloitte Global Human Capital Trends 2016
Survey Says…
Common Problem 1
NOT ENOUGH TIMENOT A PRIORITY
Strategic Priorities
“Our overarching goal is to achieve $_____ EBITDA.”
“We will target these markets, customers and projects.”
“We need to introduce these products and services, and streamline our processes.”
“… oh, and I guess we’ll need a lot of people to do all this.”
PROFIT1
CUSTOMERS2
PRODUCTS & PROCESSES3
PEOPLE4
Strategic Priorities
1. Selection2. Develop Leaders3. Engagement4. Financial Results
PROFITCUSTOMERSPRODUCTS & PROCESSESPEOPLEPURPOSE
PURPOSE
MOBILIZES
PEOPLE
Strategic Priority Sequence
ENGAGED
PEOPLE
INNOVATIVE
PRODUCTS &
PROCESSES
ENGAGED
CUSTOMERS
PROFIT
FUELS
PURPOSE!
PUR
POSE
PROFIT
Strategic Priority Cycle
PEER COACHING1. What is ONE THING you
will do to make your organization more PEOPE-FIRST?
2. Short hair answers first. Long hair is coach.
3. 90 seconds each
4. Make a commitment to follow through with your intention!
Common Problem 1
NOT ENOUGH TIMENOT A PRIORITY
Uncommon Solution 1
Purpose-Driven&
People-First
DOES YOUR SUCCESSION PLAN
LOOK LIKE THIS?
Common Problem 2
TOO COMPLICATED
DON’T BITE OFF
MORE THAN YOU CAN CHEW
Start with a snack-sized list of critical positions
DON’T
OVERBURDENMANAGERS WITH PAPERWORK
One form. 2 pages.
www.availleadership.com/download-pdp-template/
Common Problem 2
TOO COMPLICATED
Uncommon Solution 2
KEEP IT SIMPLE
PEER COACHING1. How has my organization
potentially complicated succession planning?
2. Long hair answers first. Short hair is coach.
3. 90 seconds each
4. Make a commitment to follow through with your intention!
How to identify
LEADERSHIPPOTENTIAL
9-Box
Lead
ersh
ip P
oten
tial
PerformanceLow Medium High
Low
Med
ium
High Early Promise High Potential TOP TALENT
Future Achiever
UNDER PERFORMER
Solid Contributor
Satisfactory Contributor
Strong PERFORMER
Good Performer
Common Problem 3
WASTING TIME WITH “TOOLS”
leadership competencies
are
CHARACTERISTICSof
SUPERIORPERFORMANCE
• 3 or 4 characteristics that differentiate good from great
• People who meet their operational goals AND elevate others.
Don’t use competencies
written by this guy.
Write your own using everyday
language
Characteristics of Superior Performance
Competency 1• Description 1• Description 2• Description 3
Competency 2• Description 1• Description 2• Description 3
Competency 3• Description 1• Description 2• Description 3
Examples of
MEANINGFULCompetencies
AuthenticityIntegritySelflessnessAdaptableCourageInfectiously EnthusiasticHonesty
PassionInitiativeCuriosityCreativityConscientiousPuts People FirstLeadership
Definition 1 Definition 2 Definition 3 Definition 1 Definition 2 Definition 3 Total
Name
Name
Name
Name
Leadership Fit Assessment
Consistently Exhibits
Occasionally Exhibits
Rarely Exhibits
Competency 1 Competency 2
3
1
2
Common Problem 3
WASTING TIME WITH “TOOLS”
Uncommon Solution 3
USE SIMPLE LEADERSHIP
COMPETENCIES
What’s the most important thing you’ve learned so far?
Discuss at Your Table
Leadership Potential
How to develop
Development ActivitiesGUIDELINE
70% new experiences
20% coaching
10% training
Common Problem 4
OVER-EMPHASISON
TRAINING
Lateral Moves
take you places
Senior Management
Middle Management
Individual Contributor
Enabler
Planning, HR, Marketing, IT, Legal
Technical
Engineering, Design, Estimating, Operations
Business Development
Sales, Business Development,
Contract Negotiation
Business Unit Leader
P&L Accountability
Sue Jansen
Lucy Chan
Joel TaylorBruce Greene
Mark Hamilton
Sonya Rodriquez
Diane Jones
Leigh Roy
Daniel Desjardins
HIGH POTENTIAL CAREER MAPC
aree
r Lev
el
Business Function
Development Activities
1. Teach lunch-and-learns about their area of expertise to other employees
2. Create a project update brief and then present that brief to the client
3. Attend meetings with incumbent of desired role
4. Vacation relief for desired role
5. Others?
www.availleadership.com/download-devel-menu/
Common Problem 4
OVER-EMPHASISON
TRAINING
Uncommon Solution 4
FOCUS DEVELOPMENT ON
EXPERIENCES
Turning your organization into a
Leadership & Talent Development Machine
Succession Cycle
• Delegation & Empowerment
• Holding Effective Career Development Discussions
• Coaching for Performance
• Leadership competency development focus groups
• Change mgmt. workshops to cultivate a people-first culture and talent development mindset
Career Development DiscussionsSkills Training
• Gain collective buy-in• Define objectives• Determine metrics• ID critical positions• Define executives’ role
Career Development Discussions
• Discuss career ambitions
• Craft preliminary development plans
• ID employees with high leadership potential
People Strategy Meeting
• Confirm high potential employees
• Confirm development plans
Work the Plans
• Effective delegation• Managers are held
accountable• Review plans quarterly
Culture Enhancement
Succession Fundamentals
