There are two separate and distinct aspects to effective succession planning initiatives. The organizational or strategic perspective usually dominates the conversation, and that’s okay. It’s at these levels organizations make investments, drive the type of senior leadership involvement and generate alignment with organizational objectives that are the hallmarks of great programs. In the final analysis, however, succession planning success hinges on whether or not organizations effectively develop and nurture their next generation of leaders. We typically see this aspect of success planning referred to as “high potential” development and it’s frequently just shortened to the term “HIPO.” The two dominant challenges to HIPO development are: Selection of participants Building effective development plans In this webinar we will discuss emerging thought leadership on both subjects and provide some practical suggestions for development your own high potential employees. www.bizlibrary.com

1. WEBINAR BROUGHT
TO YOU BY:

2. ?
What is your most
pressing concern about
your next generation of
leaders?

3. WHAT YOU’LL TAKE-AWAY
When well managed, succession planning is a cost-
effective, motivational process that helps organizations
ensure they have the right leaders in the right place at
the right time.
A practical model you can use for selecting participants
for a succession planning or HIPO development program.
How to determine key competencies and development
plans for your high potential employees.

4. It’s not just succession to the
top – it’s getting the right
person in place for every job.
Some of tomorrow’s key
jobs may not even
exist now.
Robert M. Fulmer, Growing Your Company’s Leaders

5. Critical Trends
• Broad market forces
and trends
• Emerging
competencies
• Future job needs –
likely unknown today
• Reduced employee
loyalty

7. SUCCESSION PLANNING AND
THE BOTTOM LINE
ALIGNED with
organization’s strategic
objectives.
ANALYSIS of current and
future capabilities.
FOCUSED on potential
and values.
PERCEIVED as relevant
and real by
participants. Drives a culture of
CONTINUOUS
LEARNING and
development

8. STRENGTHS
Will our strengths prepare us
for future success?
WEAKNESSES
What steps must we take to
improve or minimize risk?
OPPORTUNITIES
What are our greatest
opportunities for growth?
THREATS
Where are we vulnerable?

9. ALIGNMENT
Continuous adjustments based on organizational goals
REQUIRE EXECUTIVE INVOLVEMENT

10. OPPORTUNITIES THREATS
Are our strengths aligned to
take advantage of
opportunities?
Do our weaknesses stand in
the way?
Where are we vulnerable?
Can we influence or control
biggest threats?
Market-driven or
competition?
Lack of talent or not the
right talent?
What are our greatest
opportunities for growth?

11. Deciding Whom to Groom

12. CAPABILITIES
Self selection, assessments, observation
EVALUATING READINESS

13. LOW SELF AND HIGH OTHERS
• Under utilized skills
• Motivation to excel may be
issue - career goals may not
be aligned with area
HIGH SELF AND HIGH OTHERS
• Areas of true strength
• Focus for development
• Opportunity for major gains in
productivity and career
growth
HIGH SELF AND LOW OTHERS
• Blind Spots
• Substantial need for coaching
• Opportunities for significant
career conflict and disaster
LOW SELF AND LOW OTHERS
• Areas to avoid and move away
from to the extent possible
• Coach techniques to minimize
potential career harm
5
5
4
4
3
1
2
1 2 3
High
High
Low
PERFORMANCE RATINGS OF SELF AND OTHERS
OTHERS
SELF

14. POTENTIAL
Understanding of current and future trends for organization.
CURIOUSITY, INSIGHT, ENGAGEMENT, DETERMINATION

15. LOW
PERFORMANCE
AND
HIGH POTENTIAL
HIGH
PERFORMANCE
AND
HIGH POTENTIAL
HIGH
PERFORMANCE
AND
LOW POTENTIAL
LOW
PERFORMANCE
AND
LOW POTENTIAL
5
5
4
4
3
1
2
1 2 3
High
High
Low
PERFORMANCE TO POTENTIAL
POTENTIAL
PERFORMANCE

16. RELEVANCY
Communicate the why, how and when.
CLEARLY DEFINE STANDARDS, REQUIREMENTS AND
COMPETENCIES

17. Managers need to stretch, challenge, and
coach their high-potential employees…
Without multi-dimensional dialogue about these issues, managers
tend to hold on to their high-potential people instead of helping them
along an intentional developmental pathway.
High-potentials then may interpret this as a
lack of company support and will be
inclined to look elsewhere.
Ron Ashkenas,
The Paradox of High Potentials
Harvard Business Review

18. LEARNING
A learning culture has five key elements.
HOLISTIC THINKING, INTEGRATED LEARNING, CHANGE
CAPACITY, COLLABORATION AND COMMITMENT

19. Supervisory and Team Lead
HIGH POTENTIAL EMPLOYEES
Managing
NEW MANAGERS AND NEWLY
PROMOTED
Advanced Leadership
MID AND SENIOR LEVEL MANAGERS
Executive Development
SENIOR DIRECTORS AND
VICE PRESIDENTS
DEVELOPING LEADERS AT
ALL LEVELS

20. EXPLORATION
CONSIDERATION
TRANSITION
ADOPTION
SUCCESSION PLANNING
PHASES

21. Succession Planning
Phases Pre-Promotion Post-Promotion
Consideration Exploration Transition Adoption
Focus Selection Roles and
Responsibilities
Processes and
Procedures
Professional
Identity
Information
Time Frame 1+ Year 1 Year or Less 1st 100 Days 6-18 months
Activities • Seminars
• Informational
interviews
• Job shadowing
• Focus groups
• Training
• Acting
Manager
• Job
Rotation
• Project
Manager
• Training
• Mentoring
• Networking
• Training
• Mentoring
• Feedback
• Peer
Evaluation
A Succession Plan for First Time Managers, Maria Plakhotnik and
Tonette S. Rocco, T&D Magazine, December 2011

22. CREATING MENTORING
PROGRAMS THAT WORK!
Course: Mentoring: Creating a
Mentoring Program
Course: Mentoring: Why a
Mentoring Program

23. Creating a Framework for
Execution

24. WWW.BIZLIBRARY.COM/FREE-TRIAL
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25. Jessica Petry
Sr. Marketing Specialist
jpetry@bizlibrary.com
@JessLPetry
@BizLibrary
Chris Osborn
Vice President of Marketing
cosborn@bizlibrary.com
@chrisosbornstl
#BIZWEBINAR