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2014 7 17 pihra succession planning long beach_v2

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Succession Planning - how to develop the leaders of the future at your organization

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2014 7 17 pihra succession planning long beach_v2

  1. 1. SUCCESSION  PLANNING     Develop  the  Leaders  of  the  Future   July  17,  2014,  San  Diego   Simon  VeIer     1
  2. 2. Companies  We  Work  with   Page 2
  3. 3. 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
  4. 4. THE  LEADERSHIP  PIPELINE:      PREPARING  LEADERS  FOR   THE  NEXT  LEVEL   Page 4
  5. 5. Leadership  Pipeline  Model   Manager Individual Contributor Group Executive Manager of Managers FunctionLeader Business Leader Chairman & CEO 4 3 2 1 6 5 TransiBons  are   criBcal  events.   HR  can  make  a   posiBve  impact   5
  6. 6. 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
  7. 7. WHAT  MAKES  A  LEADER   EFFECTIVE?   Page 7
  8. 8. 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?     8 Exercise  “Leadership  Traits”  
  9. 9. 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
  10. 10. SUCCESS  INHIBITORS:   IDENTIFY  ATTRIBUTES  OR   BEHAVIORS  THAT  CAN  INHIBIT   THE  LEADER’S  PERFORMANCE   AND  EFFECTIVENESS   Page 10
  11. 11. 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
  12. 12. DEVELOP  LEADERS  OF  THE   FUTURE:     APPLY  A  PROVEN  PROCESS  TO   CREATE  LASTING  CHANGES  IN   LEADERSHIP  BEHAVIORS   Page 12
  13. 13. Process  to  Create  a  Change  in  Behavior   Assess   Plan   Follow  up     &  Change   Measure   Page 13
  14. 14. 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   14
  15. 15. 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
  16. 16. Apply  the  FEEDFORWARD  Concept     Apply  Three  Rules      1.  Listen  without  judgment    2.  Take  notes    3.    The  only  response  is        “Thank  you”   Page 16
  17. 17. 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
  18. 18. Page 18 “The  most  significant  indicator   for  behavioral  change  is  follow   up  and  feedback  from  co-­‐ workers.”         -­‐-­‐  Marshall  Goldsmith  
  19. 19. Page 19
  20. 20. Scenario  A  (“private”  coaching)     Month   Page 20 Coaching  Example:  Improve  Listening   1 2 3 4 5 6 Scenario  B  (involving  others)   1 2 3 4 5 6 Change Behavior AND Perception
  21. 21. 21 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,!high4 performing!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  
  22. 22. 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
  23. 23. Tel: +1 760-481-5549 simon@simonvetter.com www.simonvetter.com 23 Best  of  Success  in     Developing  Your  Leaders  
  24. 24. EXECUTIVE  TRANSITION:     HELPING  LEADERS  SUCCEED   AT  THE  NEXT  LEVEL   Page 24
  25. 25. 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
  26. 26. Learning  Curve  for  Internal  ExecuNve  Transfers   0 % 5 % 10 % 15 % 2 0 % 2 5 % 3 0 % 3 5 % 4 0 % 4 5 % 5 0 % <  1  m o nth 1  -­‐  3  m ts . 3 -­‐6  m ts . 6 -­‐9  m ts . >  9  m ts . 26
  27. 27. Learning  Curve  for  External  ExecuNve  Hires   0 % 5 % 10 % 15 % 2 0 % 2 5 % 3 0 % 3 5 % 4 0 % <  1  m o nth 1  -­‐  3  m ts . 3 -­‐6  m ts . 6 -­‐9  m ts . >  9  m ts . 27
  28. 28. 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
  29. 29. 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

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