Succession planning adding complexity of thinking
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Is complexity of thinking important? Yes Is there a way to bring complexity of thinking into succession planning? Yes
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CHAPTER 13
SOUTHERN COMPANY
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• Introduction
• Background
• Initial Improvements
• The Leadership Action Council
• Competency Model
• Leadership Assessment
• Succession Planning
• Identification of Potential Successors and High-Potential Individuals
• Assessment of the Talent
• Review of Individuals
• Leadership Database
• Development Activities
• Senior Leader Development Program
• Emerging Leader Program
• Evaluation and Lessons Learned
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• Lessons Learned
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Having a steady supply of leaders with the right skills in the right jobs is critical to the success of an organization. Facing the possibility that a number of long-tenured leaders across all levels would soon retire, Southern Company enhanced its succession planning and leadership development processes to ensure a full leadership pipeline to sustain business success. This chapter details these processes.
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Hardiness, Resilience, and Grit constructs that can support organizations in crafting communication and decision-making approaches.
New Decade, New Thinking
This document discusses leadership development and the need for a holistic approach that focuses on both skill development and thinking development. It argues that leadership programs have had little success because they do not address the complexity of thinking required to navigate today's VUCA environment. It promotes continuous learning, deliberate practice, and iterative decision-making tools to help leaders develop more advanced thinking capabilities.
Future proofing - developing leaders to be bigger than your problems final
Future proofing - developing leaders to be bigger than your problems finalBecky Andree, PhD Candidate
The future of work is highly interconnected, fast-changing, and unpredictable. Leaders are living in a time of unprecedented change and solutions aren’t always obvious. Volatility, uncertainty, complexity and ambiguity (VUCA) are lurking at every corner. To thrive in a complex world, leader’s need support in advancing their capacity to complex think. What is the secret to future proofing? Develop leaders to be bigger than your current and future problems. Join us to learn how! Vertical Leadership Consulting Offerings
Vertical Leadership Consulting provides coaching packages and workshops to help leaders develop complex thinking skills needed to thrive in complex environments. Their Emerging Leaders and Advanced Leaders packages use assessments, learning sessions, and individual coaching to minimize reactive tendencies and maximize creative competencies. Developmental coaching options include the LCP Assessment plus coaching, workshops on topics like engaging complexity and overcoming cognitive bias.
Infographic - How to Develop Leader’s VUCA Capabilities
To thrive in a complex world, leaders need to understand the challenges and develop capacity for complex thinking.
Mastering your inner game
Vertical Leadership Consulting promotes a holistic approach to leadership development, focusing on both outer game skills (knowledge, competencies, behaviors) and inner game development (thinking capabilities, complexity of thought). The document outlines three ways leaders can develop their complexity of thinking: continuous learning cycles, deliberate practice in learning/thinking/deciding, and iterative decision/collaboration tools. It also notes the importance of measuring and setting conditions to spark vertical development.
Inner game what and how
The document discusses two frameworks for understanding adult development - Lectical Levels and Levels of Consciousness. Lectical Levels developed by Theo Dawson describes four developmental zones and can be used to assess role fit, define levels of work, and support development. Levels of Consciousness developed by Robert Kegan focuses on an individual's frame and subject-object orientation. Both models can inform leadership development through assessments, coaching, and designing deliberately developmental organizations.
3 domains of leadership effectiveness
Explores the 3 Domains of Leadership Effectiveness - Process, Competencies, and Complexity of Thinking
Disrupt HR - Leadership Development has Flatlined
Today’s leaders do NOT lack leadership skills. Yet we continue to design skill-based leadership development programs as if they did. Our leaders need to build their VUCA skills, which require a different approach. Explore 3 practical ways you can instantly defibrillate leadership development.
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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