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)?
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…
14% of companies believe they have a succession program that works.
- Deloitte Global Human Capital Trends 2016
Survey Says…
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
PROFITCUSTOMERSPRODUCTS & PROCESSESPEOPLEPURPOSE
PURPOSE
MOBILIZES
PEOPLE
Strategic Priority Sequence
ENGAGED
PEOPLE
INNOVATIVE
PRODUCTS &
PROCESSES
ENGAGED
CUSTOMERS
PROFIT
FUELS
PURPOSE!
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!
DON’T
OVERBURDENMANAGERS WITH PAPERWORK
One form. 2 pages.
www.availleadership.com/download-pdp-template/
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!
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
leadership competencies
are
CHARACTERISTICSof
SUPERIORPERFORMANCE
• 3 or 4 characteristics that differentiate good from great
• People who meet their operational goals AND elevate others.
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
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/
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