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Succession Planning - how to develop the leaders of the future at your organization
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SUCCESSION PLANNING
Develop the Leaders of the Future
July 17, 2014, San Diego Simon VeIer
1
Companies We Work with
Page 2
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
THE LEADERSHIP PIPELINE:
PREPARING LEADERS FOR THE NEXT LEVEL
Page 4
Leadership Pipeline Model
Manager
Individual
Contributor
Group Executive
Manager of
Managers
Function Leader
Business
Leader
Chairman &
CEO
4
3
2
1
6
5
TransiBons are criBcal events. HR can make a posiBve impact
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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
WHAT MAKES A LEADER EFFECTIVE?
Page 7
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?
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Exercise “Leadership Traits”
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
SUCCESS INHIBITORS: IDENTIFY ATTRIBUTES OR
BEHAVIORS THAT CAN INHIBIT THE LEADER’S PERFORMANCE
AND EFFECTIVENESS
Page 10
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
DEVELOP LEADERS OF THE FUTURE:
APPLY A PROVEN PROCESS TO CREATE LASTING CHANGES IN LEADERSHIP BEHAVIORS
Page 12
Process to Create a Change in Behavior
Assess Plan Follow up & Change
Measure
Page 13
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
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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
Apply the FEEDFORWARD Concept Apply Three Rules
1. Listen without judgment 2. Take notes 3. The only response is “Thank you”
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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
Page 18
“The most significant indicator for behavioral change is follow
up and feedback from co-‐workers.”
-‐-‐ Marshall Goldsmith
Page 19
Scenario A (“private” coaching) Month
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Coaching Example: Improve Listening
1 2 3 4 5 6
Scenario B (involving others) 1 2 3 4 5 6
Change Behavior
AND Perception
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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,!high4performing!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
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
Tel: +1 760-481-5549
[email protected] www.simonvetter.com
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Best of Success in Developing Your Leaders
EXECUTIVE TRANSITION:
HELPING LEADERS SUCCEED AT THE NEXT LEVEL
Page 24
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
Learning Curve for Internal ExecuNve Transfers
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
< 1 m o nth 1 -‐ 3 m ts . 3 -‐ 6 m ts . 6 -‐ 9 m ts . > 9 m ts .
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Learning Curve for External ExecuNve Hires
0%
5%
10%
15%
20%
25%
30%
35%
40%
< 1 m o nth 1 -‐ 3 m ts . 3 -‐ 6 m ts . 6 -‐ 9 m ts . > 9 m ts .
27
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
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