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© Copyright 2019
Succession Planning – Adding Complexity of Thinking
© Copyright 2019
CEO /Founder of Vertical Leadership
Consulting
25+ years in Talent Management
Global Program Design & Deployment
PhD Candidate in Human and
Organizational Development
Hockey Mom to 13 year old son, Carson
Development – Design and Hold Space for
Precision and Emergence
© Copyright 2019
Business Conditions
Leadership Pipeline
Approach
© Copyright 2019
New Work Environment
•  Each year, 14% of leadership
positions are newly created
•  Every two years, significant
change within existing
leadership roles
•  Expanding responsibilities =
successor candidates need
breadth of experience
•  Changes in direct report roles
lead to changing requirements
for leaders
SOURCE | 2018 Gartner Succession Strategies for the New Work Environment
© Copyright 2019
© Copyright 2019
Leadership Pipeline
SOURCE | 2019 DDI Leadership Potential
© Copyright 2019
Leadership Pipeline
Ability Engagement Aspiration
SOURCE | 2009 CEB Identifying High Potential Employees
© Copyright 2019
Leadership Pipeline
SOURCE | 2019 DDI Leadership Potential
© Copyright 2019
Leadership Pipeline
Ability Engagement Aspiration
SOURCE | 2009 CEB Identifying High Potential Employees
© Copyright 2019
SOURCE | Adapted from Mastering Leadership
Necessary.
But Insufficient.
Business Process
Knowledge
Leadership
Competencies
© Copyright 2019
Leadership Pipeline
Ability Engagement Aspiration
SOURCE | 2009 CEB Identifying High Potential Employees
© Copyright 2019
Capacity to handle
increased
responsibilities
Capacity to handle
VUCA
Complexity
of Thinking
© Copyright 2019
Leadership Pipeline
Ability Engagement Aspiration
SOURCE | Adapted from 2009 CEB Identifying High Potential Employees
© Copyright 2019
ResultsEngagement
© Copyright 2019
Leadership Pipeline
Ability Engagement Aspiration
SOURCE | Adapted from 2009 CEB Identifying High Potential Employees
© Copyright 2019
1. Decide on Frame
Business Process
Knowledge
Leadership
Competencies
ResultsEngagementComplexity
of Thinking
© Copyright 2019
2. Evidence-based
© Copyright 2019
Inner Game
Two Distinct Research Traditions
Dawson’s Lectical Levels Kegan’s Levels of Consciousness
CENTER OF GRAVITY– a ‘level’ that we originate from
in most circumstances
DOMAIN SPECIFIC – complexity of thinking level is
specific to domain or skill
© Copyright 2019
Adding Complexity of Thinking
Lectical Levels
Considerations:
•  Understand complexity demands of
each level
•  Integrate Lectica Assessments into
Development
•  Examine integration into other HR
processes (recruitment, org design,
etc.)
Levels of Consciousness
Considerations:
•  Understand complexity demands of
each level
•  Integrate developmental coaching
and/or Leadership Circle Profile into
development
© Copyright 2019
New Work – Succession Planning
Best	Practice	&	Research	 Decide	on	Frame	
Evidence-based
© Copyright 2019
Vertical Leadership Consulting
www.verticalleadershipconsulting.com
231.577.9852 | support@verticalleadershipconsulting.com
© Copyright 2019
THANK YOU.
Today’s presentation can be
freely downloaded from the
slideshare.net/RebeccaAndree

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Succession planning adding complexity of thinking

  • 1. © Copyright 2019 Succession Planning – Adding Complexity of Thinking
  • 2. © Copyright 2019 CEO /Founder of Vertical Leadership Consulting 25+ years in Talent Management Global Program Design & Deployment PhD Candidate in Human and Organizational Development Hockey Mom to 13 year old son, Carson Development – Design and Hold Space for Precision and Emergence
  • 3. © Copyright 2019 Business Conditions Leadership Pipeline Approach
  • 4. © Copyright 2019 New Work Environment •  Each year, 14% of leadership positions are newly created •  Every two years, significant change within existing leadership roles •  Expanding responsibilities = successor candidates need breadth of experience •  Changes in direct report roles lead to changing requirements for leaders SOURCE | 2018 Gartner Succession Strategies for the New Work Environment
  • 6. © Copyright 2019 Leadership Pipeline SOURCE | 2019 DDI Leadership Potential
  • 7. © Copyright 2019 Leadership Pipeline Ability Engagement Aspiration SOURCE | 2009 CEB Identifying High Potential Employees
  • 8. © Copyright 2019 Leadership Pipeline SOURCE | 2019 DDI Leadership Potential
  • 9. © Copyright 2019 Leadership Pipeline Ability Engagement Aspiration SOURCE | 2009 CEB Identifying High Potential Employees
  • 10. © Copyright 2019 SOURCE | Adapted from Mastering Leadership Necessary. But Insufficient. Business Process Knowledge Leadership Competencies
  • 11. © Copyright 2019 Leadership Pipeline Ability Engagement Aspiration SOURCE | 2009 CEB Identifying High Potential Employees
  • 12. © Copyright 2019 Capacity to handle increased responsibilities Capacity to handle VUCA Complexity of Thinking
  • 13. © Copyright 2019 Leadership Pipeline Ability Engagement Aspiration SOURCE | Adapted from 2009 CEB Identifying High Potential Employees
  • 15. © Copyright 2019 Leadership Pipeline Ability Engagement Aspiration SOURCE | Adapted from 2009 CEB Identifying High Potential Employees
  • 16. © Copyright 2019 1. Decide on Frame Business Process Knowledge Leadership Competencies ResultsEngagementComplexity of Thinking
  • 17. © Copyright 2019 2. Evidence-based
  • 18. © Copyright 2019 Inner Game Two Distinct Research Traditions Dawson’s Lectical Levels Kegan’s Levels of Consciousness CENTER OF GRAVITY– a ‘level’ that we originate from in most circumstances DOMAIN SPECIFIC – complexity of thinking level is specific to domain or skill
  • 19. © Copyright 2019 Adding Complexity of Thinking Lectical Levels Considerations: •  Understand complexity demands of each level •  Integrate Lectica Assessments into Development •  Examine integration into other HR processes (recruitment, org design, etc.) Levels of Consciousness Considerations: •  Understand complexity demands of each level •  Integrate developmental coaching and/or Leadership Circle Profile into development
  • 20. © Copyright 2019 New Work – Succession Planning Best Practice & Research Decide on Frame Evidence-based
  • 21. © Copyright 2019 Vertical Leadership Consulting www.verticalleadershipconsulting.com 231.577.9852 | support@verticalleadershipconsulting.com
  • 22. © Copyright 2019 THANK YOU. Today’s presentation can be freely downloaded from the slideshare.net/RebeccaAndree