We all know succession planning is crucial to our organization’s sustainability. Yet many of us are not investing in it. Why? In part, because the debate about how to spot talent and who to develop is an ongoing one. This webinar will provide you with the best and latest thinking about spotting and growing your talent pipeline. This webinar will explore the business case for succession planning. Learn practical ways you can build your talent pipeline today.

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Frequently
Asked
Ques0ons

5. SUCCESSION PLANNING
AND MORE
Filling the Gaps to Create Talent-Ready Organizations

6. Paula J King,
PhD
Strategy and Leadership
Development Consultant,
Capella University
Welcome

7. Business
Higher
Education
Now
My Experiences
Tale of Two Cities…

8. This Photo by Unknown Author is licensed under CC BY-NC-SA
Life Learning Learning is Economic
Imperative The Economist
“…the learning curve is the earning curve”

9. Topics we will cover
• The need to reframe Succession
Planning in today’s business
environment
• The need for dispersed Leadership
Development at all levels of the
organization
• Multi-Level Development Strategies
• Easier, Cost-effective and Scalable Today

10. Polling Question: What’s Holding You Back?
This Photo by Unknown Author is licensed under CC BY

11. We just aren’t that good at spotting
talent.
There isn’t enough time to do it all.
A
C
B
D
My company lacks resources to focus
on leadership/talent development.
Our senior leaders don’t get it. It is not
their priority.
What is your biggest barrier to being a talent
ready organization? Is it…

12. This Photo by Unknown Author is licensed under CC BY-NC-SA

13. Topic 1: Reframing Succession Planning
Reframing Succession Planning is based on a
simple fact:
What we are doing now is
not preparing us to be talent
–ready in the future

14. https://dupress.deloitte.com/dup-us-en/focus/human-capital-trends/2014/hc-trends-2014-leaders-at-all-
levels.html managers-rare.aspx
We know the Talent Gap is
Real And it is a Business Risk
77% CEO’s said
talent gaps
could hinder
growth
Innovation and
Automation
won’t get us
there
Spotting and
Developing
talent across
levels is key
Senior Leader Survey:
Leadership remains the top human capital concern…
The need: to develop new leaders faster, globalize leadership programs, and
build deeper bench strength.
Reframing Succession Planning

15. 78% say they’ve changed their people strategy to reflect
the skills and employment structures they need for the
future to fill leadership pipeline gaps
Leadership # 1 Talent Issue
Only 13 percent of respondents say they do an excellent
job developing leaders at all levels.
http://www.pwc.com/gx/en/ceo-agenda/ceosurvey/2017/gx/deep-dives/the-talent-challenge.html
Talent strategy is complex, risky and difficult
to get right

16. Business Risks -Talent Shortage
Talent
Managers
Capability
Risks
https://home.kpmg.com/content/dam/kpmg/pdf/2016/06/pl-time-for-a-more-holistic-approach-to-talent-risk.pd
Front Line
Supervisors
Capacity
Risks
C-Suite
Cost Risks

17. You know that talent and leadership gaps are business risks,
Why do they still exist?
Let’s do another Poll
Let’s look a little deeper

18. We don’t prioritize learning in my company
A
C
B
D
Old school ideas about what a leader
looks like and who can lead
High turnover among Millennials
because we are not developing them
What else is true about your organization’s
talent strategy?
Challenge recruiting mission critical skill-
sets = a business risk for us
This Photo by Unknown Author is licensed under CC BY-NC-ND
This Photo by Unknown Author is licensed under CC BY-NC-SA
This Photo by Unknown Author is licensed under CC BY This Photo by Unknown Author is licensed under CC BY-NC-SA

19. This Photo by Unknown Author is licensed under CC BY-NC-SA

20. Old School Succession Planning
Succession Planning: A Necessary Process in Today’s Organization Shadi Ebrahimi Mehrabani and Noor Azmi Mohamad http://
ijeeee.org/Papers/061-Z0045A10009.pdf
Succession Planning was and still is a core HR function
Defined as “…a strategic, systematic, and deliberate
activity to ensure an organization's future capability to
fill vacancies without patronage or favoritism.”
Goal/Outcome - a pool of high potential candidates
ready to be leaders in the future.

21. Succession Planning: A Necessary Process in Today’s Organization Shadi Ebrahimi Mehrabani and Noor Azmi Mohamad http://
ijeeee.org/Papers/061-Z0045A10009.pdf
• The old view of succession planning which
IDs specific people for specific job does not
work.
• Today, organizations need groups of high
potential people at all levels ready to step
up and lead.
New Reality

22. Paula J. King, Model and Compare and Contrast
Compare/Contrast
Old School New Reality
Level and Focus
Purpose Mitigate Business Risk
Retain and Engage
Avoid Gaps at Top, Middle,
Front Line, Emerging Workforce and hard
to recruit skill sets
Strengths Avoid shocks, please Wall
Street, ensure smooth
transitions
Holistic View of Talent
Ensure Talent-Readiness
Challenges Identifying Talent, Losing
Good People who are not on
the list
To tell or not to Tell
Mindset shift needed
Culture Change needed- Continuous
Learning Culture
Invest to Avoid Risks
Leadership skills for all
Senior Leaders/
Replacements
Dispersed Leaders AND
hard to source skill-sets that are in
short supply
Mitigate Business Risk
Fill Gaps at Top

23. VUCA environments cause organizational
shifts and greater needs for leaders
Topic 2: Dispersed Leadership
Why Succession Planning has to go wider
and deeper

24. Thomas Friedman, The World is Flat
Developing VUCA Ready Talent is Now a
Business Imperative

25. VUCA
Demands New Organizational Models and Practices
https://www2.deloitte.com/content/dam/Deloitte/at/Documents/human-capital/research-bulletin-2014.pdf

26. Continuous learning
is defined as “structuring resources, expectations, and the learning culture in such a
way as to encourage employees to learn continuously throughout their
tenure with the organization.”
Not a training focus.
Not a set of programs (although programs are part of it)
Learning is a continual process
https://www2.deloitte.com/content/dam/Deloitte/at/Documents/human-capital/research-bulletin-2014.pdf

27. New Organizational Models:
Focus on Continuous Learning-Connect the dots
• Blend Succession Planning, Leadership Development, Training and Development
and Future Oriented Workforce Development
• Design holistic and integrated competency models with greater attention on
first time leaders and those entering the workforce today (or the leaders of
tomorrow

28. Develop Leaders Throughout The Organization
Not just at the top, or with the title, or position
This Photo by Unknown Author is licensed under CC BY-NC-SA

29. Dispersed Leadership is 21st Century Leadership
What does it look like?

30. Topic 3. New Models Require Development
at Multiple Levels
Senior
Leaders
Middle
Managers
Millennials
& Gen Z
Front Line
Leaders
This Photo by Unknown Author is licensed under CC BY-NC

31. DEVELOPMENT MATTERS
TO THIS COHORT. IT IS THE
NUMBER 1 REASON
FOR STAYING.
66% Say they are “weak” in
developing millennials.
5% rate themselves as excellent
Data shows that many organizations
are NOT PREPARING MILLENNIALS
FOR MANAGEMENT POSITIONS.
And yet, if millennials aren’t promoted
and developed, there’s a good chance
they’ll go elsewhere.
What we Know about Millennials:
“love ‘em or lose ‘em”
75% of the workforce by 2025 — Forbes
35% consider comprehensive training and development
as the TOP BENEFIT they want from a company

32. The Loyalty Challenge may be a results of neglect –Not doing enough to bridge
the gap to ensure that their leadership talent is developed
This Photo by Unknown Author is licensed under CC BY-NC-ND The 2016 Deloitte Millennial Survey

33. The “loyalty challenge” is real and a risk
• Millennials feel underutilized and believe they’re not being developed as leaders.
• They continue to express positive views of businesses’ role in society;
• They have softened their negative perceptions of corporate motivation and ethics, and
cite a strong alignment of values.
• By the end of 2020, two of every three respondents hope to have moved on,
while only 16 percent of Millennials see themselves with their current employers
a decade from now.
• This remarkable absence of loyalty represents a serious challenge to any business
employing a large number of Millennials, especially those in markets—like the United
States—where Millennials now represent the largest segment of the workforce
• Millennials now point to “leadership” as being something they prize

34. What we know about Gen Z:
2020 1/3 of US population
40% self-report
they are
addicted to
their digital
devices.
Less focused –
continuous
updates
Multi-Taskers
Early starters
Higher
expectations

35. Strength- Bring Amazing Technological Savvy
But some “Predict an Alarming Skills Gaps”
Gen Z adds to Business Risk due to their lack of readiness
Gen Z: They are entering the workforce
now…
Deloitte Series: The Future of work

36. First True Tribe of Digital Natives” –create generational divide
that they are worried about
37% self-reported that technology is weakening their ability to
maintain strong interpersonal relationships
“Screenagers” – Self report that they:
• lack people skill including: interpersonal communication skills,
collaboration skills and emotional intelligence
Concern about sustained attention and critical thinking
Implications: Will need socialization, remediation and coaching
and it will cost.
Gen Z: Their strength is their weakness
Deloitte Series: The Future of work

37. A
C
B
D
Teach them interpersonal skills—they
all can’t go into Technology
It’s too early to start worrying about
Gen Z and the talent pipeline
What are the implications of Gen Z coming into
the workplace?
This Photo by Unknown Author is licensed under CC BY
It will be costly to remediate their
skill set
This Photo by Unknown Author is licensed under CC BY-SA
This Photo by Unknown Author is licensed under CC BY-NC-SA
New Management Skills needed to
manage Gen Zs

38. This Photo by Unknown Author is licensed under CC BY-NC-SA

39. Strategies that Work:
Case Studies

40. Seeing Forward: Succession Planning at 3M
Challenges of First-Time Managers: Strengthening Your Leadership Pipeline,
3M Leadership Attributes ■
• Chart the Course ■
• Raise the Bar ■
• Energize Others ■
• Resourcefully Innovate ■ Live 3M Values ■
• Deliver Desired Results
They inform all leaders about what they need to know
They inform high potentials that they are in the “pool”
Continues to do Traditional Succession Planning
Key Takeaway: Started by creating a Common Set of
Leadership Attributes for High Potentials
This Photo by Unknown Author is licensed
under CC BY-SA

41. What did 3M find most helpful
Leaders teaching Leaders
Building Relationships with
Executives
Action Learning Projects
Customized Development Plans
based on High Potential Persons
Needs

42. Lockheed Martin: Focus on Assessing
Potential using Multi-Pronged Approach
Challenges of First-Time Managers: Strengthening Your Leadership Pipeline,
High potential Moderate potential Well placed
To tell or not to tell
Thorough process of assessment to
systematically evaluate
achievements,
personality traits,
cognitive capacities,
motives, values,
critical thinking, problem-solving
and domain-expertise
Look for:
• Ethical behavior, integrity,
ability to foster teamwork.
• Focus on potential to assume
VUCA roles and take on
accountability

43. Global Energy Company:
Recognized Need to Develop Future Skills at Multiple
Levels
Challenges of First-Time Managers: Strengthening Your Leadership Pipeline,
Big Gaps in leadership pipeline at
multiple levels
• Recognized: Weakness/risk to execute business
strategy
• Created three unique LD programs-multiple levels
• Similar to the Four Level Model presented above

44. Employees at all levels expect dynamic, self-directed,
continuous learning opportunities from their employers.
• Despite the strong shift toward employee-centric learning, many learning and
development organizations are still struggling with internally focused and outdated
platforms and static learning approaches.
Moving to dispersed leadership, employee-centric learning and
leadership for all
• They place the employee at the center of a new architecture and new vision that
treats learning as a continuous process, not an episodic event, and as a company-
wide responsibility, not one confined to HR
Changing view of Development

45. Leverage Technology
New Learning Modalities: Match Learning
Styles and Needs
Easier
More Cost Effective
Scalable

46. Learning Strategies
Active
Coaching and
Teaching
On the Job
Development-
stretch
Face to Face
Skills
Development
Virtual
Learning and
Development
Social
Learning
Micro-learning
Bursts
2/3 USE E-LEARNING AND OVER HALF USE ON-DEMAND CONTENT

47. Learning Strategy 7 = DIY
SELF DEVELOPMENT TACTICS
Volunteer
Toastmaster
Serve on
Committees
Employer
Tuition/
Degree
MOOCs
Badges and
Certificates
Self Help
Books
Ted Talks
Podcasts

48. • This new world of consumer-centric learning puts
employees, not L&D departments, in charge.
• Employees at all levels now recognize that “the learning
curve is the earning curve”, and they are demanding
access to dynamic learning opportunities that fit their
individual needs and schedules.
• Millennials and other young employees have grown up
learning just about anywhere at any time
Consumer Centric Learning:
Fits with trends of self development

49. Virtual Learning should be part of the mix
Virtual Learning – Interactive e-modules
Customized Action Learning Projects
Facilitation, Coaching, Leadership Plan
Millennial and Gen Z friendly

50. Example – A Front Line Leader
Competency Model
Real company issues/facilitated by company leaders
• Personal
Mastery
• Leadership
Agility
• Communicate
Effectively
• Leading Effective
Teams
• Leading and Managing
Change
• Demonstrating
Business Acumen

51. Check List for Selecting Virtual e-learning
Is it Flexible?Is it Scalable?
Appeal to Multiple
Learning Styles?
Include Self-
Assessment
Include
Facilitation and
Coaching of
Leadership Plan
Tackle Real Work
Issues
It’s time to go all in on virtual leadership development, Harvard Business Publishing, Brand and Elbaz

52. Wrap and Summary
Succession planning is morphing into leadership
development at all levels due to VUCA environments
Also, need creative strategies for hard to find skill sets
Old models aren’t robust enough or fast enough to
address the talent gaps

53. Wrap and Summary
New mindsets and L/D models must find untapped
talent and develop future-focused skills to execute
business strategy
No Talent Left Behind
New Models --Take Advantage of New Learning
Strategies and match learning styles of Millennials
and Gen Z.
Easier, More Scalable, Cost Effective, Leverage
Technology

54. Wrap and Summary
For more information on scalable,
measurable, successful leadership
development, please visit
www.capellaleadership.com

55. This Photo by Unknown Author is licensed under CC BY-NC-SA
Ready to be Talent Ready and
Thank You

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