Visioning, Leadership Excellence Transformation and Effective Corporate Succession Plan by Dr. Emmanuel Moore ABOLO
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The paper describes the visioning process and how effective leadership can help transform individuals that would replace them through effective coaching for corporate sustainability.
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Visioning, Leadership Excellence Transformation and Effective Corporate Succession Plan by Dr. Emmanuel Moore ABOLO
- 1. Leaders Are Visionaries Visioning, Leadership Excellence Transformation and Effective Corporate Succession Plan BY DR. EMMANUEL MOORE ABOLO DG, THE ECONOMIC THINKTANK CENTRE LIMITED 1 DR. EMMANUEL MOORE ABOLO--DG, THE ECONOMIC THINKTANK CENTRE LIMITED
- 2. 2 DR. EMMANUEL MOORE ABOLO--DG, THE ECONOMIC THINKTANK CENTRE LIMITED VISION
- 3. QUOTABLE QUOTES "The domain of leaders is the future. The leader's unique legacy is the creation of valued institutions that survive over time. The most significant contribution leaders make is not simply to today's bottom line; it is to the long- term development of people and institutions so they can adapt, change, prosper, and grow." Source: The Leadership Challenge, Kouzes & Posner (4th ed. 2007) 3 DR. EMMANUEL MOORE ABOLO--DG, THE ECONOMIC THINKTANK CENTRE LIMITED
- 6. WHAT IS A VISION? 6
- 7. WHAT IS A VISION? 7
- 8. WHAT IS A VISION? 8
- 9. WHAT IS A VISION? 9
- 10. WHAT IS A VISION? 10
- 11. 11
- 13. One Study: Asked - “What do you look for and admire in a leader (defined as someone whose direction you would willingly follow)?” Then asked, “What do you look for and admire in a colleague (defined as someone you’d like to have on your team)?” What do you think was the number one answer for both? 13
- 14. Leadership & Vision NUMBER ONE ANSWER: “What do you look for and admire in a leader?” and “in a colleague” – honesty. However – the #2 answer for a leader was: “he or she be forward-looking.” (For colleagues, very few selected this answer.) This points to a huge challenge for the rising executive: The trait that most separates the leaders from individual contributors is something that they haven’t had to demonstrate in prior, non-leadership roles. 14
- 15. “Being forward-looking— envisioning exciting possibilities and enlisting others in a shared view of the future—is the attribute that most distinguishes leaders from non-leaders.” 15
- 16. Leadership & Vision According to researchers who study executives’ work… Only 3% of the typical business leader’s time is spent envisioning and enlisting. How far? •Leaders on the front line must anticipate merely what comes after current projects wrap up. •People at the next level of leadership should be looking several years into the future. •And those in the C-suite must focus on a horizon 10 years and beyond 16
- 17. “A hallmark of great leaders is that their vision includes big ideas. Big ideas get people excited.” 17
- 18. Leadership & Vision Leaders must ask, “What’s new? What’s next? What’s better?”—but they can’t present answers that are only theirs. •Teams and colleagues want visions of the future that reflect their own aspirations. •They want to hear how their dreams will come true and their hopes will be fulfilled. •Often what leaders struggle with most is communicating an image of the future that draws others in—that speaks to what others see and feel. 18
- 19. Creating a Shared Vision: The Process Step 1: Review Existing Mission, Vision, Values & Goals of the organization - “Know Where you Stand” 19
- 20. Current Mission, Vision, Values, & Goals Mission Vision Values Goals “Why does *** exist?” What is our purpose? “What must we become in order to accomplish our fundamental purpose?” “How must we behave to create the hospital that will achieve our purpose?” “How will we know if all of this is making a difference?” 20
- 21. Creating a Shared Vision: The Process Step 1: Review Existing Mission, Vision, Values & Goals of the organization – “Know Where You Stand…” Step 2: Look at essential information that will shape the future vision: “… Know what you’re likely to encounter!” 21
- 22. Creating a Shared Vision: The Process Step 1: Review Existing Mission, Vision, Values & Goals of the organization Step 2: Look at essential information to shape the future vision Step 3: Visioning Brainstorming… “Paint a clear picture of where you want to go.” 22
- 23. Team Activity: Visioning Brainstorming 1. In one sentence: What do you want leaders in your company to know about us? 2. In one sentence: Where Do We Want To Be a year from now? 23
- 24. Visioning Brainstorming With those responses, get everyone involved to combine them into one shared “Visioning Statement.” 24
- 25. Step 1: Review Existing Mission, Vision, Values & Goals of the organization Step 2: Look at essential information to shape the future vision Step 3: Visioning Brainstorming: Paint a clear picture of where you want to go. Step Four: Vision Plan/ Objectives: “Develop a plan of how you will get there.” Creating a Shared Vision: The Process 25
- 26. Vision Plan: Brainstorming Together: identify the primary objectives we need to make our vision a reality. Answer this: “If one year from now, we have exceeded all expectations for our company, what will we have accomplished? (For our staff? Our stakeholders?) “Here’s where we are – here’s where we want to be – what has to happen to get us there?” 26
- 27. Group Consensus After setting Vision Objectives to help you reach your vision, close with: •What have we decided today? •What have we agreed to do today? •What is YOUR role in making the vision a reality for our company? 27
- 28. Leaders Are Visionaries Adapt your leadership skills to the path of the future Recognize need for effective succession planning through: Encouragement Education Sharing of knowledge 28 DR. EMMANUEL MOORE ABOLO--DG, THE ECONOMIC THINKTANK CENTRE LIMITED
- 29. Circle of Leadership Assess the Present Make Commitment to Leadership Continuity Evaluate & Reward Identify & Develop Individual Talent Establish a Succession Planning Program Assess the Future Needs 29 DR. EMMANUEL MOORE ABOLO--DG, THE ECONOMIC THINKTANK CENTRE LIMITED
- 30. What is Succession Planning? Having the right people in the right place at the right time An ongoing process of identifying and developing future leaders An opportunity to create standards for qualifications and competencies for future leaders Providing understanding to members of the potential leadership paths available and development needs 30 DR. EMMANUEL MOORE ABOLO--DG, THE ECONOMIC THINKTANK CENTRE LIMITED
- 31. What is succession planning? Systematic process for identifying, assessing and developing staff Vital to future success of an organization Strategic Planning for Human Capital Investment in your future leaders Succession Planning is proactive and not reactive Sustainability that creates motivated and capable employees 31 DR. EMMANUEL MOORE ABOLO--DG, THE ECONOMIC THINKTANK CENTRE LIMITED
- 32. Succession Planning Steps Strategic goal setting Laying a solid foundation Keep your eyes on the horizon…be forward thinking
- 33. Strategic Goal Setting Where are we going? How do we want to get there? Who will take us there?
- 34. Laying a Solid Foundation Communicate Process Requirements Benefits Focus Simplify
- 35. Succession Planning is a Process The purpose and need for succession planning Timeframe and commitment involved Resources available Vision and mission How it will support the strategic plan of the organisation 35 DR. EMMANUEL MOORE ABOLO--DG, THE ECONOMIC THINKTANK CENTRE LIMITED
- 36. Assessment of Key Positions Identification of Key Talent Assessment of Key Talent Generation of Development Plans Development Monitoring & Review Key Elements Succession Planning: Key Elements 36 DR. EMMANUEL MOORE ABOLO--DG, THE ECONOMIC THINKTANK CENTRE LIMITED 1 2 3 4
- 37. Succession Planning Future Plans Succession planning begins the moment you are put in a position of leadership Focus on your resources (members) Build on their strengths 37 DR. EMMANUEL MOORE ABOLO--DG, THE ECONOMIC THINKTANK CENTRE LIMITED
- 38. Succession Planning Provides Opportunities Needs assessments Assesses members’ feelings Remedy any past problems Plot successful future courses 38 DR. EMMANUEL MOORE ABOLO--DG, THE ECONOMIC THINKTANK CENTRE LIMITED
- 39. Key Issues: Support and backing of Senior Management Part of integrated HR process Identify skills needed by the organization Critical positions must be identified and included in the planning Identify high performers Identify soon to be retirees Identify skills, responsibilities and competencies Establish a system of communication39
- 40. Toolbox for Succession Development On the Job: Job Enrichment Special Projects Committee Assignments Task Force Participation Giving Presentations Leading a New Project Temporary Job Assignments Full Job Change 40 DR. EMMANUEL MOORE ABOLO--DG, THE ECONOMIC THINKTANK CENTRE LIMITED
- 41. Toolbox for Succession Development Learning From Others: Working with a Mentor Teaming with an Expert 360 degree Feedback Focused Interviews Training & Education Seminars and Conferences Continuing Education Cross Training 41 DR. EMMANUEL MOORE ABOLO--DG, THE ECONOMIC THINKTANK CENTRE LIMITED
- 42. Semi-Annual Succession Planning Review Review of succession candidates and development plans in each organizational unit/area Report development progress and make necessary adjustments to the plan Orchestrate moves for the next 6 months 42 DR. EMMANUEL MOORE ABOLO--DG, THE ECONOMIC THINKTANK CENTRE LIMITED
- 43. Developing Future Leaders Leaders create a comfortable environment for members Delegate and relinquish power to other members Relinquishing will multiply members’ strengths Delegating builds confidence and encourages members to take risks 43 DR. EMMANUEL MOORE ABOLO--DG, THE ECONOMIC THINKTANK CENTRE LIMITED
- 44. Pitfalls to Avoid Lack of leadership Lack of communication Lack of understanding Making assumptions about future growth 44 DR. EMMANUEL MOORE ABOLO--DG, THE ECONOMIC THINKTANK CENTRE LIMITED
- 45. MENTORING 45 DR. EMMANUEL MOORE ABOLO--DG, THE ECONOMIC THINKTANK CENTRE LIMITED
- 46. MENTORING 46 DR. EMMANUEL MOORE ABOLO--DG, THE ECONOMIC THINKTANK CENTRE LIMITED
- 47. Mentoring What is it? Structured, trusting relationship What do mentors do? Provide individuals with Support Counsel Friendship Reinforcement Constructive Example Are good listeners who want to help individuals develop 47 DR. EMMANUEL MOORE ABOLO--DG, THE ECONOMIC THINKTANK CENTRE LIMITED
- 48. Mentoring Deliberate learning is a cornerstone Both failure and success are powerful teachers Leaders need to tell their stories Development matures over time Mentoring is a joint venture 48 DR. EMMANUEL MOORE ABOLO--DG, THE ECONOMIC THINKTANK CENTRE LIMITED
- 49. MENTORING 49 DR. EMMANUEL MOORE ABOLO--DG, THE ECONOMIC THINKTANK CENTRE LIMITED
- 50. MENTORING 50 DR. EMMANUEL MOORE ABOLO--DG, THE ECONOMIC THINKTANK CENTRE LIMITED
- 51. MENTORING 51 DR. EMMANUEL MOORE ABOLO--DG, THE ECONOMIC THINKTANK CENTRE LIMITED
- 52. MENTORING 52 DR. EMMANUEL MOORE ABOLO--DG, THE ECONOMIC THINKTANK CENTRE LIMITED
- 53. MENTORING 53 DR. EMMANUEL MOORE ABOLO--DG, THE ECONOMIC THINKTANK CENTRE LIMITED
- 54. MENTORING 54 DR. EMMANUEL MOORE ABOLO--DG, THE ECONOMIC THINKTANK CENTRE LIMITED
- 55. Tips: Good Mentor • LISTEN!!!!!! • Provide a safe environment Keep confidences • Build trust early • Share through personal experiences • Offer suggestions 55 DR. EMMANUEL MOORE ABOLO--DG, THE ECONOMIC THINKTANK CENTRE LIMITED
- 56. Coaching & Mentoring Coaching Mentoring Goals •Correct inappropriate behavior •Improve performance •Impart skills Support & guide the personal growth Initiative Coach directs the learning & instruction. Mentee is in charge of learning. Focus Immediate problems & learning opportunities Long-term personal development Roles Heavy on telling with appropriate feedback Heavy on listening, providing a role model, & making suggestions and connections 56 DR. EMMANUEL MOORE ABOLO--DG, THE ECONOMIC THINKTANK CENTRE LIMITED
- 57. Mentoring Successful mentoring must be developed and managed It’s an important responsibility for all members There’s no magic recipe; mentoring grows and evolves 57 DR. EMMANUEL MOORE ABOLO--DG, THE ECONOMIC THINKTANK CENTRE LIMITED
- 58. Mentoring Mentor & mentee share responsibility and move forward together Show belief in the whole system Show respect for the individual and each other A mentor must Coach, guide, redirect, and teach Discourage complaints, encourage solutions Criticize privately, praise publicly A mentee must be open to challenges presented to help them grow 58 DR. EMMANUEL MOORE ABOLO--DG, THE ECONOMIC THINKTANK CENTRE LIMITED
- 59. Individual Development Plan Tool to help develop and motivate an individual A focused and individualized approach to determine needs Member of Excellence criteria 59 DR. EMMANUEL MOORE ABOLO--DG, THE ECONOMIC THINKTANK CENTRE LIMITED
- 60. Forward Thinking Ongoing Discussion Continuous Evaluation Leaving a Legacy
- 61. Good leaders must first become good servants. -- Robert Greenleaf
- 62. RESPONSIBILITIES OF LEADERSHIP Leave tracks Pave the way for those who will follow Leave things better than you found them Make things easier for those who will follow Share “lessons learned”
- 63. Thoughts to Remember Leaders are energetic people who inspire others by example Leaders foster collaboration Leaders can make a positive difference in someone’s life 63 DR. EMMANUEL MOORE ABOLO--DG, THE ECONOMIC THINKTANK CENTRE LIMITED
- 64. 64 A leader takes people where they want to go. A great leader takes people where they don't necessarily want to go… but ought to be. -- Rosalynn Carter
- 65. In Closing Leaders develop a vision for moving members of the company forward! Succession planning begins the moment you are ! Mentoring new leaders will make your succession planning a success! 65 DR. EMMANUEL MOORE ABOLO--DG, THE ECONOMIC THINKTANK CENTRE LIMITED
- 66. Thank you.
Editor's Notes
- Leaders are visionaries and you need to adapt your leadership skills to the path of the future. Being president on the International Board, or at any level, cannot just be about that individual, it has to be about the whole team. At every level in the association, there have been challenges because some presidents have been better than others in helping those following them to understand the job and mentor them to take on the roles and responsibilities. Recognize need for effective succession planning through: Encouragement Education Sharing of knowledge Keeping your fellow leaders in the dark is not a recipe for success in succession planning because we’re not training future leaders if they don’t have a sense of what happens not only in the president’s role on a day to day basis, but also all of the other roles on the Board. Each member of the team should have a general idea of what everyone else is doing. At every level, opportunities need to be given to individuals – so you have people who will want to serve at the next level because you’ve given them the tools and shown them that it can be done by anyone, as long as they have been given the opportunity to learn and grow. If you’re not providing training to those who are serving with you and they don’t have a chance to see how each position operates –you are setting them up for failure.
- Slide 2: Learning Outcomes based on Bloom's Cognitive Levels must be clear, concise, specific, consistent with presentation content and measurable by selected assessment method stated: "Upon completion of this course, you/student should be able to: list outcomes." all outcomes to be approved by HTH Director of Training & Accreditation and/or HTH Director of Online Education
- Slide 2: Learning Outcomes based on Bloom's Cognitive Levels must be clear, concise, specific, consistent with presentation content and measurable by selected assessment method stated: "Upon completion of this course, you/student should be able to: list outcomes." all outcomes to be approved by HTH Director of Training & Accreditation and/or HTH Director of Online Education
- Slide 2: Learning Outcomes based on Bloom's Cognitive Levels must be clear, concise, specific, consistent with presentation content and measurable by selected assessment method stated: "Upon completion of this course, you/student should be able to: list outcomes." all outcomes to be approved by HTH Director of Training & Accreditation and/or HTH Director of Online Education
- Slide 2: Learning Outcomes based on Bloom's Cognitive Levels must be clear, concise, specific, consistent with presentation content and measurable by selected assessment method stated: "Upon completion of this course, you/student should be able to: list outcomes." all outcomes to be approved by HTH Director of Training & Accreditation and/or HTH Director of Online Education
- Slide 2: Learning Outcomes based on Bloom's Cognitive Levels must be clear, concise, specific, consistent with presentation content and measurable by selected assessment method stated: "Upon completion of this course, you/student should be able to: list outcomes." all outcomes to be approved by HTH Director of Training & Accreditation and/or HTH Director of Online Education
- Slide 2: Learning Outcomes based on Bloom's Cognitive Levels must be clear, concise, specific, consistent with presentation content and measurable by selected assessment method stated: "Upon completion of this course, you/student should be able to: list outcomes." all outcomes to be approved by HTH Director of Training & Accreditation and/or HTH Director of Online Education
- Slide 2: Learning Outcomes based on Bloom's Cognitive Levels must be clear, concise, specific, consistent with presentation content and measurable by selected assessment method stated: "Upon completion of this course, you/student should be able to: list outcomes." all outcomes to be approved by HTH Director of Training & Accreditation and/or HTH Director of Online Education
- Slide 2: Learning Outcomes based on Bloom's Cognitive Levels must be clear, concise, specific, consistent with presentation content and measurable by selected assessment method stated: "Upon completion of this course, you/student should be able to: list outcomes." all outcomes to be approved by HTH Director of Training & Accreditation and/or HTH Director of Online Education
- Slide 2: Learning Outcomes based on Bloom's Cognitive Levels must be clear, concise, specific, consistent with presentation content and measurable by selected assessment method stated: "Upon completion of this course, you/student should be able to: list outcomes." all outcomes to be approved by HTH Director of Training & Accreditation and/or HTH Director of Online Education
- Slide 2: Learning Outcomes based on Bloom's Cognitive Levels must be clear, concise, specific, consistent with presentation content and measurable by selected assessment method stated: "Upon completion of this course, you/student should be able to: list outcomes." all outcomes to be approved by HTH Director of Training & Accreditation and/or HTH Director of Online Education
- Slide 2: Learning Outcomes based on Bloom's Cognitive Levels must be clear, concise, specific, consistent with presentation content and measurable by selected assessment method stated: "Upon completion of this course, you/student should be able to: list outcomes." all outcomes to be approved by HTH Director of Training & Accreditation and/or HTH Director of Online Education
- Slide 2: Learning Outcomes based on Bloom's Cognitive Levels must be clear, concise, specific, consistent with presentation content and measurable by selected assessment method stated: "Upon completion of this course, you/student should be able to: list outcomes." all outcomes to be approved by HTH Director of Training & Accreditation and/or HTH Director of Online Education
- Slide 2: Learning Outcomes based on Bloom's Cognitive Levels must be clear, concise, specific, consistent with presentation content and measurable by selected assessment method stated: "Upon completion of this course, you/student should be able to: list outcomes." all outcomes to be approved by HTH Director of Training & Accreditation and/or HTH Director of Online Education
- Slide 2: Learning Outcomes based on Bloom's Cognitive Levels must be clear, concise, specific, consistent with presentation content and measurable by selected assessment method stated: "Upon completion of this course, you/student should be able to: list outcomes." all outcomes to be approved by HTH Director of Training & Accreditation and/or HTH Director of Online Education
- Slide 2: Learning Outcomes based on Bloom's Cognitive Levels must be clear, concise, specific, consistent with presentation content and measurable by selected assessment method stated: "Upon completion of this course, you/student should be able to: list outcomes." all outcomes to be approved by HTH Director of Training & Accreditation and/or HTH Director of Online Education
- Slide 2: Learning Outcomes based on Bloom's Cognitive Levels must be clear, concise, specific, consistent with presentation content and measurable by selected assessment method stated: "Upon completion of this course, you/student should be able to: list outcomes." all outcomes to be approved by HTH Director of Training & Accreditation and/or HTH Director of Online Education
- Slide 2: Learning Outcomes based on Bloom's Cognitive Levels must be clear, concise, specific, consistent with presentation content and measurable by selected assessment method stated: "Upon completion of this course, you/student should be able to: list outcomes." all outcomes to be approved by HTH Director of Training & Accreditation and/or HTH Director of Online Education
- Slide 2: Learning Outcomes based on Bloom's Cognitive Levels must be clear, concise, specific, consistent with presentation content and measurable by selected assessment method stated: "Upon completion of this course, you/student should be able to: list outcomes." all outcomes to be approved by HTH Director of Training & Accreditation and/or HTH Director of Online Education
- Slide 2: Learning Outcomes based on Bloom's Cognitive Levels must be clear, concise, specific, consistent with presentation content and measurable by selected assessment method stated: "Upon completion of this course, you/student should be able to: list outcomes." all outcomes to be approved by HTH Director of Training & Accreditation and/or HTH Director of Online Education
- Leaders are visionaries and you need to adapt your leadership skills to the path of the future. Being president on the International Board, or at any level, cannot just be about that individual, it has to be about the whole team. At every level in the association, there have been challenges because some presidents have been better than others in helping those following them to understand the job and mentor them to take on the roles and responsibilities. Recognize need for effective succession planning through: Encouragement Education Sharing of knowledge Keeping your fellow leaders in the dark is not a recipe for success in succession planning because we’re not training future leaders if they don’t have a sense of what happens not only in the president’s role on a day to day basis, but also all of the other roles on the Board. Each member of the team should have a general idea of what everyone else is doing. At every level, opportunities need to be given to individuals – so you have people who will want to serve at the next level because you’ve given them the tools and shown them that it can be done by anyone, as long as they have been given the opportunity to learn and grow. If you’re not providing training to those who are serving with you and they don’t have a chance to see how each position operates –you are setting them up for failure.
- Leadership should be a continuous process for every organization that commits to a succession plan. Leadership continuity is a process that requires six major steps. To ensure that your commitment to leadership quality, follow this “Circle of Leadership” process. Assess the Present Assess the Future Needs Establish a Succession Planning Program Identify & Develop Individual Talent Evaluate and Reward Make a Commitment to Leadership Continuity
- What is Succession Planning? Having the right people in the right place at the right time An ongoing process of identifying and developing future leaders An opportunity to create standards for qualifications and competencies for future leaders Providing understanding to members of the potential leadership paths available and development needs
- Succession planning is nothing more than having a systematic process where managers identify, assess and develop their staff to make sure they are ready to assume key roles within the organization.
- Succession planning includes: Strategic goal setting Laying a solid foundation Keeping your eyes on the horizon – be forward thinking
- Where are we going? Do we know the vision and mission of our chapter, division and association? What are the goals we want to attain – what plans, both strategic and tactical will allow us to reach those goals? Who will take us there? It may be current members, but it also has to be future members to keep our association viable and growing.
- To do this, we must lay a solid foundation for both current and future members. Succession planning ensures that a member has been developed and is ready to step into a leadership role as the opportunity arises. An important component of this is communication – we need to communicate the process by which decisions are made, the requirements needed to make these decisions, and the benefits from the decision-making process. We have to maintain focus on the end goal and simplify the process of making decisions to move our chapters and divisions forward with leaders who are prepared
- Succession planning is not an event, but rather an ongoing process. Individuals involved in the process need to understand: The purpose and need for succession planning – keeping the organization viable into the future The timeframe and commitment involved – layout a timeline for people The resources available – talk about support of past leaders at all levels of the association, along with the web community, the forum, and all of the other resources on the IAAP website. The vision, mission, strategic plan and basic processes specific to the association How the succession plan will support the strategic plan of the organization
- Succession planning becomes the responsibility of the president when they take office. But succession planning really needs to begin the moment a new member walks through the door at their first meeting or at the new member orientation session. You are identifying your resources – your members – by identifying their individuals strengths and abilities when they first begin their IAAP journey, you will help in the succession planning process. Often a bio introducing a new member to the chapter during a new member welcome will provide clues as to a person’s interests. If you develop a bio form that asks not only their place of work, degrees, and other interests/hobbies, but also provide a space asking for their strengths in various tasks as well as areas in which they might need more experience, it will be a good start in determining how that member can help your chapter. What you might consider doing, if you don’t already have this information in place, is to develop a list of committees, along with the various tasks they complete throughout an IAAP year and review it with each new member. Just giving them the list and asking them to circle areas of interests may not be enough. But reviewing the list with each one individually will ensure the form gets completed and gives you a chance to build a better relationship with that person. Then you initially assign the individual to a committee or task or ask the individual to do something where their strengths lie and get them comfortable with the chapter environment. If they are good at writing, perhaps you have them write an article for the chapter newsletter. Or if you know they have good accounting skills, ask if they might consider being on the audit committee for the chapter – it only meets twice a year.
- After they’ve had a few successes, you also look for opportunities to help them get better at those areas where they might not be very strong. You need to do a needs assessment – that Assesses members feelings Remedies any past problems Plots successful future course Because the goal is to make them better on their jobs and as a member of the chapter. For example, if they aren’t very good a public speaking, you might ask them to give a committee report one month at a chapter meeting – a short report that allows them the opportunity to try out a new skill in a safe environment. As you continue to build their skills, you build their confidence and can ask them to take on more complex tasks and roles. And if you ask them to chair a committee or run for an officer position, you need to be there to support them. You can’t ask people to run, get them into office, and then go the other way. To keep a positive cycle going, you need to make sure they are comfortable with what they are doing by hanging around (in the background) to make sure they get the proper coaching. This goes hand in hand with the mentoring we’re going to discuss – you need to take the time to talk with members and help them understand the ins and outs of IAAP at all levels – every chapter has its own culture; every division has its own culture – even the International Board has its own culture, which remains constant and yet changes every year due to the voluntary nature of our board and the succession process.
- • The succession planning program must have the support and backing of the company's senior level management• Succession planning must be part of an integrated HR process that includes training, development and performance appraisal• Identify what skills the organization will need in 5, 10 or 15 years• Critical positions must be identified and included in the Company's succession planning program• Identify high-performers that are almost ready to step into those critical positions• Analyze the workforce and identify who will be eligible for retirement within the next five years• Managers need to identify the responsibilities, skills and competencies that will be needed by their replacements• A system for communicating succession planning information to managers must be established• A systematic approach for identifying, nominating and selecting potential successors must be established• Background information on potential successors, such as education, experience, skills, appraisals and potential should be reviewed• The training and development requirements of potential successors needs to be determined• The skills of potential successors must be developed through work experiences, job rotation, projects and other challenging assignments• A system for monitoring candidate's development plan progress by senior management should be established• Succession planning must include a system for providing feedback and encouragement to potential successors• Succession planning is basically a "numbers game" that requires good organizational skills and the ability to pay attention to details• Finally, the succession plan must belong "to the organization" and not to the HR department in order to make sure it has the attention it deserves
- Developing Members/Future Leaders In addition to encouraging members to take leadership training, management and other seminars—experience-based learning is a valuable tool as well. Asking them to take on small leadership opportunities and build from there will allow their confidence to grow. By doing this, you are creating a comfortable environment in which members can test themselves and develop. Provide development opportunities – delegate and relinquish power to your members – it increases their strengths and as I said before – builds confidence and encourages members to take risks.
- Pitfalls to Avoid: Lack of leadership support – if the officers don’t support the program, it will most likely fail, no matter how well thought out. Lack of communication with individuals you are grooming – just because you think someone is a possible future leader, he/she don’t always know it or want it. We can’t assume that everyone in the organization wants to move up. Some members have seen the level of responsibilities their leaders have to deal with and are content to stay where they are. Communication with potential leaders should include regular reviews to ensure they are still interested in moving to the next level. Lack of understanding – many times the members of an organization perceive succession planning as creating a ceiling over them, not allowing them to move upward unless they are one of the chosen few. However, a focus on an Individual Development Plan (IDP)—which I’ll talk about in a few minutes—can help this understanding – reinforce succession planning as a development opportunity for the individual instead of a ceiling. Assuming that success in one’s position will guarantee success at a higher position may not always be correct – the competencies required for success at each level are different. A person who is an excellent treasurer may not be ready to be president – yet. So let’s talk about mentoring.
- Pitfalls to Avoid: Lack of leadership support – if the officers don’t support the program, it will most likely fail, no matter how well thought out. Lack of communication with individuals you are grooming – just because you think someone is a possible future leader, he/she don’t always know it or want it. We can’t assume that everyone in the organization wants to move up. Some members have seen the level of responsibilities their leaders have to deal with and are content to stay where they are. Communication with potential leaders should include regular reviews to ensure they are still interested in moving to the next level. Lack of understanding – many times the members of an organization perceive succession planning as creating a ceiling over them, not allowing them to move upward unless they are one of the chosen few. However, a focus on an Individual Development Plan (IDP)—which I’ll talk about in a few minutes—can help this understanding – reinforce succession planning as a development opportunity for the individual instead of a ceiling. Assuming that success in one’s position will guarantee success at a higher position may not always be correct – the competencies required for success at each level are different. A person who is an excellent treasurer may not be ready to be president – yet. So let’s talk about mentoring.
- Pitfalls to Avoid: Lack of leadership support – if the officers don’t support the program, it will most likely fail, no matter how well thought out. Lack of communication with individuals you are grooming – just because you think someone is a possible future leader, he/she don’t always know it or want it. We can’t assume that everyone in the organization wants to move up. Some members have seen the level of responsibilities their leaders have to deal with and are content to stay where they are. Communication with potential leaders should include regular reviews to ensure they are still interested in moving to the next level. Lack of understanding – many times the members of an organization perceive succession planning as creating a ceiling over them, not allowing them to move upward unless they are one of the chosen few. However, a focus on an Individual Development Plan (IDP)—which I’ll talk about in a few minutes—can help this understanding – reinforce succession planning as a development opportunity for the individual instead of a ceiling. Assuming that success in one’s position will guarantee success at a higher position may not always be correct – the competencies required for success at each level are different. A person who is an excellent treasurer may not be ready to be president – yet. So let’s talk about mentoring.
- Mentoring is a structured and trusting relationship that brings those people who want to improve themselves together with caring individuals who offer guidance, support, and encouragement aimed at developing the competence of the mentee. Mentoring is a tool that organizations can use to nurture and grow their people. It can be an informal practice or a formal program. A mentor is someone who provides an individual with support, counsel, friendship, reinforcement, and constructive examples. Mentors are good listeners and want to help others bring out strengths that are already there. A mentor is not a parent, therapist, parole officer, or cool peer. A mentor’s main purpose is to help an individual define goals and find ways to achieve them. Since every individual is different, the mentor’s job is to encourage the development of a flexible relationship that responds to both the mentor’s and mentee’s needs.
- The following assumptions form the foundation for a solid mentoring program: Deliberate learning is a cornerstone. The mentor’s job is to promote intentional learning, which includes building a person’s capabilities through methods such as instructing, coaching, providing experiences, modeling, and advising. Both failure and success are powerful teachers. Mentors, as leaders of a learning experience, certainly need to share their ‘how to do it so it comes out right” stories. They also need to share their experiences of failure, e.g., “how I did it wrong.” Both types of stories are powerful lessons that provide valuable opportunities for analyzing individual and organizational realities. Leaders need to tell their stories – personal scenarios, anecdotes, and case examples – because they offer valuable, often unforgettable insight. Mentors who can talk about themselves and their experiences establish a rapport that makes them “learning leaders.” Development matures over time. Mentoring – when it works – taps into continuous learning that is not an event, or even a string of discrete events. Rather, it is the synthesis of ongoing events, experiences, observations, studies, and thoughtful analyses. Mentoring is a joint venture. Successful mentoring means sharing responsibility for learning. Regardless of the facilities, the subject matter, the timing and all the other variables. Successful mentoring begins with setting a contract for learning around which the mentor and the mentee are aligned.
- Pitfalls to Avoid: Lack of leadership support – if the officers don’t support the program, it will most likely fail, no matter how well thought out. Lack of communication with individuals you are grooming – just because you think someone is a possible future leader, he/she don’t always know it or want it. We can’t assume that everyone in the organization wants to move up. Some members have seen the level of responsibilities their leaders have to deal with and are content to stay where they are. Communication with potential leaders should include regular reviews to ensure they are still interested in moving to the next level. Lack of understanding – many times the members of an organization perceive succession planning as creating a ceiling over them, not allowing them to move upward unless they are one of the chosen few. However, a focus on an Individual Development Plan (IDP)—which I’ll talk about in a few minutes—can help this understanding – reinforce succession planning as a development opportunity for the individual instead of a ceiling. Assuming that success in one’s position will guarantee success at a higher position may not always be correct – the competencies required for success at each level are different. A person who is an excellent treasurer may not be ready to be president – yet. So let’s talk about mentoring.
- Pitfalls to Avoid: Lack of leadership support – if the officers don’t support the program, it will most likely fail, no matter how well thought out. Lack of communication with individuals you are grooming – just because you think someone is a possible future leader, he/she don’t always know it or want it. We can’t assume that everyone in the organization wants to move up. Some members have seen the level of responsibilities their leaders have to deal with and are content to stay where they are. Communication with potential leaders should include regular reviews to ensure they are still interested in moving to the next level. Lack of understanding – many times the members of an organization perceive succession planning as creating a ceiling over them, not allowing them to move upward unless they are one of the chosen few. However, a focus on an Individual Development Plan (IDP)—which I’ll talk about in a few minutes—can help this understanding – reinforce succession planning as a development opportunity for the individual instead of a ceiling. Assuming that success in one’s position will guarantee success at a higher position may not always be correct – the competencies required for success at each level are different. A person who is an excellent treasurer may not be ready to be president – yet. So let’s talk about mentoring.
- Pitfalls to Avoid: Lack of leadership support – if the officers don’t support the program, it will most likely fail, no matter how well thought out. Lack of communication with individuals you are grooming – just because you think someone is a possible future leader, he/she don’t always know it or want it. We can’t assume that everyone in the organization wants to move up. Some members have seen the level of responsibilities their leaders have to deal with and are content to stay where they are. Communication with potential leaders should include regular reviews to ensure they are still interested in moving to the next level. Lack of understanding – many times the members of an organization perceive succession planning as creating a ceiling over them, not allowing them to move upward unless they are one of the chosen few. However, a focus on an Individual Development Plan (IDP)—which I’ll talk about in a few minutes—can help this understanding – reinforce succession planning as a development opportunity for the individual instead of a ceiling. Assuming that success in one’s position will guarantee success at a higher position may not always be correct – the competencies required for success at each level are different. A person who is an excellent treasurer may not be ready to be president – yet. So let’s talk about mentoring.
- Pitfalls to Avoid: Lack of leadership support – if the officers don’t support the program, it will most likely fail, no matter how well thought out. Lack of communication with individuals you are grooming – just because you think someone is a possible future leader, he/she don’t always know it or want it. We can’t assume that everyone in the organization wants to move up. Some members have seen the level of responsibilities their leaders have to deal with and are content to stay where they are. Communication with potential leaders should include regular reviews to ensure they are still interested in moving to the next level. Lack of understanding – many times the members of an organization perceive succession planning as creating a ceiling over them, not allowing them to move upward unless they are one of the chosen few. However, a focus on an Individual Development Plan (IDP)—which I’ll talk about in a few minutes—can help this understanding – reinforce succession planning as a development opportunity for the individual instead of a ceiling. Assuming that success in one’s position will guarantee success at a higher position may not always be correct – the competencies required for success at each level are different. A person who is an excellent treasurer may not be ready to be president – yet. So let’s talk about mentoring.
- Pitfalls to Avoid: Lack of leadership support – if the officers don’t support the program, it will most likely fail, no matter how well thought out. Lack of communication with individuals you are grooming – just because you think someone is a possible future leader, he/she don’t always know it or want it. We can’t assume that everyone in the organization wants to move up. Some members have seen the level of responsibilities their leaders have to deal with and are content to stay where they are. Communication with potential leaders should include regular reviews to ensure they are still interested in moving to the next level. Lack of understanding – many times the members of an organization perceive succession planning as creating a ceiling over them, not allowing them to move upward unless they are one of the chosen few. However, a focus on an Individual Development Plan (IDP)—which I’ll talk about in a few minutes—can help this understanding – reinforce succession planning as a development opportunity for the individual instead of a ceiling. Assuming that success in one’s position will guarantee success at a higher position may not always be correct – the competencies required for success at each level are different. A person who is an excellent treasurer may not be ready to be president – yet. So let’s talk about mentoring.
- Pitfalls to Avoid: Lack of leadership support – if the officers don’t support the program, it will most likely fail, no matter how well thought out. Lack of communication with individuals you are grooming – just because you think someone is a possible future leader, he/she don’t always know it or want it. We can’t assume that everyone in the organization wants to move up. Some members have seen the level of responsibilities their leaders have to deal with and are content to stay where they are. Communication with potential leaders should include regular reviews to ensure they are still interested in moving to the next level. Lack of understanding – many times the members of an organization perceive succession planning as creating a ceiling over them, not allowing them to move upward unless they are one of the chosen few. However, a focus on an Individual Development Plan (IDP)—which I’ll talk about in a few minutes—can help this understanding – reinforce succession planning as a development opportunity for the individual instead of a ceiling. Assuming that success in one’s position will guarantee success at a higher position may not always be correct – the competencies required for success at each level are different. A person who is an excellent treasurer may not be ready to be president – yet. So let’s talk about mentoring.
- What must every MENTOR, do???? [pause for LISTEN] That’s right. Be a good listener. Ever heard this before? [bullet point] Provide a safe, non threatening environment in which a person can ask difficult or sensitive questions. Keep confidences. Where does mentoring occur? [group input. No right answer. Strive for anywhere and everywhere.] [bullet point] Build trust early. [bullet point] Share personal experiences that address the issues a mentored person is facing. [bullet point] Make suggestions on specific Scouting problems. Make suggestions on what it takes to get things accomplished.
- Chart: Mentoring: Support and guide the personal growth The mentor is more experienced in issues relevant to mentee’s learning needs Long-term personal development Heavy on listening, providing a role model, and making suggestions and connections.
- Mentoring – needs to begin the moment a member walks through the door. You need to assign someone to each new member to help acclimate them to IAAP – at all levels of the organization. When you have a new member orientation, make sure the mentor for each individual is there to help him/her through the process and be the ongoing conduit/contact for questions the new member has along the way. Mentoring is an important responsibility, for all members – we need to “pay it forward” so to speak – kind of like the old “Each One, Reach One” program from years ago. Also, make it clear that a new member can talk to anyone and ask questions they might have –not just limiting them to their assigned mentor. First, it provides a richness of experience for the member, and second, sometimes personalities don’t click very well…it’s human nature. So if the mentoring relationship isn’t working out between a couple of individuals, the chapter president, membership chair, or the mentor themselves needs to say, “We need to find a different mentor for this person and make the step a positive one.” And you need to check in with the person on a regular basis. Even if it’s once a month before a chapter meeting to see if they are attending, and then of course, at the chapter meeting. You may be in contact more frequently, but I think you’ll know what is most appropriate based on the relationship you are building with the new member. There is no magic recipe for mentoring – because it continues to grow and evolve as chapters grow and evolve.
- Mentor & mentee share responsibility and move forward together if: They believe in the whole system They respect each other The mentor will: Coach, guide, redirect, and teach Discourage complaints, encourage solutions Criticize privately, praise publicly The mentee is open to challenges presented to help him/her grow. However, they also need to feel comfortable enough with the mentor to respectfully disagree.
- To help develop individuals as leaders, have them work on an Individual Development Plan. It is a tool to help develop and motivate an individual. It is a focused and individualized approach to determine needs. Finally, developing this Individual Development Plan will help to fulfill one of the Member of Excellence criteria – which is “Integrate IAAP membership and involvement into annual performance plan or review.” Not every member can provide a copy of their WORK annual performance plan or review. However, creating your own Individual Development Plan would fulfill the requirement for the Member of Excellence award. [Hand out copy of Sample Individual Development Plan. Give everyone about 15 minutes to complete their initial draft. You might want to have some individuals share what they’ve written in various sections – depending upon the number of people you have in the audience.] Thank you for sharing some of your goals. You can now take this back and continue to work on filling out more details – and use this as a template to update your plan each year.
- Succession planning requires us to always be forward thinking. There needs to be ongoing discussion and continuous evaluation of the program. Because you are leaving a legacy for others to follow, know that things will continue to evolve and change in the future.
- Be ready to serve your members and work with potential future leaders to help make them successful.
- Leave tracks Pave the way for those who will follow Leave things better than you found them Make things easier for those who will follow Share “lessons learned”
- Leaders are energetic people who inspire others by example – they empower others to make decisions, are available to talk things through, and are supportive and tough at the same time – helping an individual through their struggles to achieve success, but also holding them accountable for achieving the goals they’ve said they wish to attain. Leaders foster collaboration through respect, encouragement, appreciation, and shared responsibility. Leaders can make a positive difference in someone’s life
- In Closing: Leaders develop a vision for moving members forward! Succession planning begins the moment you are elected! Mentoring new leaders will make your succession planning a success!