1. (Mt) – Succession Planning Assistance
Purpose:The purpose of this project is to gain an understanding of succession planning and
what it means to plan for future leadership that is aligned with an organization’s core values
and leadership competencies.Skill Building:You are also completing this project to help you
develop the skills of research, critical thinking, teamwork, and writing a report intended for
executive review. Writing is critical because in business it is important to convey
information clearly and concisely and to develop a personal brand. Developing a personal
brand is important because it is the ongoing process of establishing an image or impression
in the minds of others especially those in positions above you. Having a strong personal
brand can lead to opportunities that include promotions.Skills: Writing, Critical Thinking,
Developing a Personal Brand, Succession Planning, Writing a Succession Plan
Report.Outcomes Met With This Project:Use leadership theories, assessment tools, and an
understanding of the role of ethics, values, and attitudes to evaluate and enhance personal
leadership skillsAssess the interactions between the external environment and the
organization to foster responsible and effective leadership and organizational
practicesCollaborate in teams utilizing effective communication techniquesDevelop
individual awareness, style, and communication skills that enhances leadership
skillsIntegrate and apply analytical principles and skills to make strategic decisionsThis
project is the last of three group projects. Members of the team will collaborate acting as a
self-managed team. As a self-managed team, members take a collective responsibility for
ensuring the team operates effectively, sets team goals, manages time, makes decisions and
solve problems, communicates frequently and clearly, and meets the deadline. You may
have team members that are located all over the world. Working in a virtual environment
should not stop the self-managed team from being successful in reaching the final goal. All
work must appear in the Group area.As a self-managed team, the following is the work for
which team members are responsible:setting goalsdetermining roles and responsibilities
for each team memberactively participating and communicating in the Group area of the
classroomcompleting the agreed upon work prior to the deadlineresolving problems and
issues among the team membersagreeing on a final product as a group (consensus decision
making)submitting the final product into the Assignment Folder (all students will submit
into the Assignment Folder)All students on the team will receive the same grade unless a
member fails to participate or does not carry his or her weight in completing the project.
These students will receive a zero or a reduced grade depending on the level of
participation and contribution to the team project.Teams can consist of 2, 3 or 4 students
2. but should not consists of more than four students. Team members are responsible for
completing the project even if a team member does not fulfill his or her obligation of
submitting the agreed upon work. The project cannot be completed individually and
students cannot choose to create teams other than those created by the instructor. If a team
member does not hear from any other member, it is important to reach out to the
instructor.If the project is submitted after the due date, the Late Assignment policy is
applicable. Noextensions beyond the due date is given to teams.Background: Your Group
has been assigned to be part of the Succession Plan Committee at Biotech. This Committee
has been hard at work for months, planning the successor for Mr. Barney, and the rest of the
executive team (largely positions occupied by the Barney family). They have assigned your
group to complete the Succession Plan for five key leadership positions at Biotech. These
positions will need to be filled over the next 12-24 months. There is not an immediate need
for any of them currently, but vacancies will be imminent. The preference is to fill these
internally, but Mr. Barney, the CEO, has stressed that if the right leader for a position does
not exist already within Biotech, he would rather search for someone externally than to
settle.Your Group has already analyzed these five leadership positions and presented a
report to Mr. Barney about them. Now it is time to identify any internal candidates that may
be suitable for these positions.The Committee has already interviewed five different
individuals that have expressed an interest in furthering their careers at Biotech. All have
leadership positions currently at different levels, and within different departments of
Biotech. All have agreed to accept any leadership position assigned to them, and all are open
to relocate.Instructions:Step 1: Course MaterialFor this project, you are required to use the
case scenario facts and the course material. External sources are not permitted. You are not
researching on the Internet or using resources from outside the course. You are expected to
answer the requirements identified below showing the connection between the case
scenario facts and the course material. Using course material goes beyond defining terms
and are used to explain the ‘why and how’ of a situation. Avoid merely making statements
but close the loop of the discussion by explaining how something happens or
why something happens, which focuses on importance and impact. In closing the loop, you
will demonstrate the ability to think clearly and rationally showing an understanding of the
logical connections between the ideas presented in a case scenario, the course material and
the question(s) being asked. Using one or two in-text citations from the course material
throughout the entire paper will not earn many points on an assignment. The use of a
variety of course material is expected consistently supporting what is presented. The
support must be relevant and applicable to the topic being discussed. Points are not earned
for mentioning a term or concept but by clearly and thoroughly explaining or discussing the
question at hand.Step 2: Review the Leadership Competencies TableReview the Leadership
Competencies Table completed in Week Two to accompany the Job Announcement (You
may also wish to review any feedback received by your Instructor about your Table.).Step 3:
Review Upcoming PositionsReview the five different upcoming positions for which your
group has been tasked at filling and the leadership competencies you identified for each
(You may also wish to review any feedback received by your Instructor about these
competencies).Step 4: Read Profiles of Five Internal CandidatesRead the profiles of the five
3. internal candidates that have put themselves forward for leadership positions.Candidate 1 –
Jackie Johnson – Current Position – Director of PurchasingJackie Johnson currently works as
Director of Purchasing and obtained this job right out serving in the military. She is a
graduate of UMUC’s business administration program. Johnson entered the interview room
all smiles and with a firm handshake. The interviewer admitted to being impressed by the
firm handshake and the constant eye contact throughout the interview. Johnson was very
prepared to discuss her future with the company. She had completed extensive research on
all four geographic divisions prior to the interview. Johnson had also spoken with current
employees throughout Headquarters. Johnson indicated that, as Director of Purchasing, she
had worked very hard to create a small business “subculture” within her department. She
felt that her employees were empowered to make their own decisions, which freed her to
think strategically about purchasing for Biotech. She admits that this “free-rein” approach to
leadership has sometimes allowed her department to have missteps in distribution with
divisions outside of North America. She has worked hard to overcome that image by
altering her leadership style according to the situation or the employee she is dealing
with.Her approach to leading is to look for leadership opportunities and encourage
employees to act upon them, if possible. Johnson believes she is positive about the future
and while she admits to only having worked in the purchasing department, she feels that
she can bring a big picture perspective to the company, having worked with both suppliers
and customers in purchasing. When asked about her risk tolerance, she replied, “I believe
that is demonstrated in the small-business, entrepreneurial subculture I created in
purchasing. At the end of the day, I’m more risk tolerant than cautious.” Johnson said she
sees herself as a transformational leader. She feels that good leadership is built on good
relationships with followers. Relational theory seems to make the most sense to her for the
21st century because people make change work, and leading change is the future.Candidate
2 – Henrietta Higgins – Current Position – Assistant Director of PurchasingHenrietta
currently works at Biotech Headquarters in the Purchasing Department. She is 28 years old
with 3 years of college. Henrietta is a business administration major, and expects to
graduate in about one year. She is friendly and has a quiet demeanor. She does not tolerate
much nonsense from people, hates surprises, and wants people to be brief in talking with
her.When asked what she likes about her current position, she replied that she likes the
feeling of a small-business that her boss has created within the purchasing department. She
appreciates that it makes her feel in control in such an environment. She likes the idea of the
collaborative environment of Biotech and responded well to the idea that her opinions and
suggestions were always welcome. However, she expressed some concern that the youthful
employees of IT, and some other departments, had plenty of opinions but not a lot of
discipline in their work ethic. She has found that structure, procedures and rules have
worked better than asking for input. When asked how her staff perceived her, she laughed
and said they called her a “Type A.”. The interviewer noted that during this statement, it was
only one of two times during the interview that she held his gaze for any length of time.
When asked what characteristics she thought a leader needed to possess to succeed in the
21st century she replied, “…objective, practical, controlled and fair.” Higgins said her
leadership style was transactional but the interview was not sure if it was not more
4. authoritarian.When asked what leadership theory she thought was most likely to work in
the 21st century her reply was “Great Man, because it emphasizes the characteristics of a
person like honesty and trust.” Higgins’s knowledge of the business was sound but when
asked if anyone could be a leader she said no. It was up to the position that a person holds.
Higgins did understand that sustainability was very important to the business. She said she
had some ideas on how to make the process aspects of Biotech better and more efficient
while saving cost. She also thought that being eco-friendly was important but realized that
was the other meaning of the word sustainability in business.Candidate 3 – Mohammad
Darvish – Current position – Marketing Manager, Homeopathic Division (Corporate
Headquarters)Darvish currently manages the sales of the Homeopathic Division. He enjoys
working with a customer until they are satisfied and regrets having to short change
the time he spends with customers today. He also feels that the company culture has
become more rigid over the past few years. When asked to elaborate he responded, “Folks
are scared of making mistakes. If there has been anything I’ve been seeking to change in the
homeopathic division, it’s that it’s okay to make mistakes, as long as we learn from them.”
When asked what characteristics he thought a leader needed to succeed in the 21st century,
he replied, “…flexible, risk tolerant, insightful and honest.”He liked the collaborative culture
of Biotech and showed signs of having done his homework on the other divisions,
particularly Asia. Biotech, he said, would do well if the company made sure that this division
continued it existing culture because it encouraged creativity.When asked how he created
followers among his employees, Darvish replied that he liked to use incentive motivational
techniques and would sometimes empower workers if they demonstrated the ability to take
risks. Darvish said he was sometimes a laisse-faire leader because it encouraged freedom of
thinking. He said he would solve problems largely through “good teaming and
collaboration”. His said his favorite leadership theory was contingency theory because it
allowed him to approach things by the situation. He liked to agree with people and saw
himself as being flexible. When asked how he dealt with change, he replied, “In this
business, if you’re not changing, you’re dying.”Candidate 4 – Marg Simpson – Current
position – Sales Director, Chicago OfficeMarg Simpson is 36 years old. She is a single mother
of two. She was a nurse for 8 years before coming to work at Biotech in the marketing area
of the sales division in Chicago. She has been working for the company for four years. Her
immediate manager reported that Marg is highly motivated and competent at her job. Her
manager said that Marg’s biggest asset is that she “looked at challenges as opportunities and
often found creative solutions to problems that others had not considered.”Simpson’s
nursing years were spent at the University of Chicago in Orlando Park. Surrounded by a
large Muslim community the hospital gave classes in Arabic and Simpson found it very
useful in her work to attend Arabic classes. She learned not only how to carry on a
conversation with non-English speaking patients but the names of many drugs and over-
the-counter treatments. Simpson enjoyed her time in Orlando Park and found the culture of
the families very compatible with her own ideas of family.When asked if she was risk
tolerant or risk averse, she answered: “I occasionally reward risk taking in the work
environment. I do not think poorly planned risk is wise, but sometimes you have to take a
chance in sales. It is not for the faint-hearted. But at the end of the day, I’d describe myself
5. more risk averse than tolerant.”Having read about the opportunity through the Biotech’s HR
division website, Simpson was excited about the possibility of moving her career forward.
When asked if she were to relocate to other regions, such as the Middle East, if it would
present problems for her, she only said. “Initially, but if I plan things out well, surround
myself with good people and learn about my clients I am sure I could overcome the cultural
drawbacks to being a woman.”While she describes herself as being very familiar with
Muslim cultures, Simpson freely admits that she knows little about Europe or South
America. She has read some information and thinks she could learn another language if she
is given help and the time needed to learn.Simpson has many innovative ideas about
increasing sales. Simpson’s evaluations are superior and she works well with her team. Her
colleagues suggest that she is flexible and a people-first person. Her eye contact is good and
she comes off as being very authentic. She describes her leadership style as “a blend of
situational and transformational” and describes herself as a relational leader. The
interviewer noted that at times she seemed to be more future oriented in her comments and
may need to worry more about the here and now when getting things done.Candidate 5 –
Rafael Mendez – Current Position – Director of Sales, New MexicoMendez currently is
Director of the New Mexico sales division at Biotech. He was Biotech’s top salesman before
taking over the Director position. Mendez is 32 years old. A recent divorce from his wife has
made him eager to make a change in his career. Mendez’s wife was Brazilian. Mendez is
fluent in Portuguese. When asked if he was open to moving outside of the United States,
Mendez replied that he was “open to adventure.” He had not traveled excessively but had
gone to Brazil regularly with his wife when they were together. He was familiar with the
problems of a developing country.Mendez enjoys working with customers and spends a lot
of time with them making sure they are satisfied. Darvish enjoys Biotech’s collaborative
culture. He feels that one of the secrets to his own sales success is the ability to coordinate
with other departments within Biotech, including purchasing, IT, R&D, and HR. As part of
his 360-degree performance appraisal, his team gave him glowing reviews. He got equally
high ratings from the more senior (Baby Boomer) salespeople on his team as the younger
(millennial) salespeople.When asked what characteristics he thought a leader needed to
succeed in the 21st century, he replied, “…you need to be a good listener, first and
foremost.” He felt a good leader should change rapidly in a crisis and should be direct and
assertive when dealing with people. When asked about the idea of competitive edge he said
“A leader has to worry about making money every day. It is important to have immediate
results for all to see especially in sales. Even customers prefer to deal with successful sales
people than those that plod along.”Mendez believes he could do well in another country if
the company ensured he received language and cultural training. He knew that
understanding how people thought about business and their products was important but
more likely the sale would be clinched if he knew what was and wasn’t good in the country
in which he was selling. He stated, “Knowing your clients is everything in sales, so I suspect
it is a very important part of leadership at Biotech as well.” When asked how he created
followers among his employees, Mendez replied that he liked to have rules but room for
deviation, and likes to provide flexibility in the job while staying results-driven. Mendez
said he was a situational leader because it encouraged freedom, and allowed him to use
6. different leadership styles with a diverse group of employees.Step 5: Succession Planning
Table – Part TwoComplete the Succession Planning Table – Part Two
