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A Perspective Shift: Succession Planning

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Succession planning is not easy, but the process is pretty simple. Approach the topic from what it is, what it is not, and the barriers to leaders doing it - then learn a practical way to get started. This is a keynote workshop that can be delivered to groups of 100 to 1000, and 50% of it is hands on using a tool that will increase the engagement of your people in the process. I also do a live, unrehearsed conversation of what a conversation looks like.

Published in: Leadership & Management
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A Perspective Shift: Succession Planning

  1. 1. Succession Planning Making this CRITICAL conversation LESS SCARY . . . and MORE PRODUCTIVE -- A keynote WORKSHOP – www.thetrugroup.com / Twitter: @trugroupscott / LinkedIn
  2. 2. ( a l t e r n a t e t i t l e ) But I’m Not Dead Yet Overcoming the Fear of Succession Planning -- A keynote WORKSHOP -- www.thetrugroup.com / Twitter: @trugroupscott / LinkedIn
  3. 3. Scott Patchin »Holland, MI »My mission »15+ years in HR / Leadership Dev »8 years as an entrepreneur »Author (2x) Learn more – visit thetrugroup.com / Linkedin
  4. 4. I believe . . . Great conversations start with a question www.thetrugroup.com / Twitter: @trugroupscott / LinkedIn
  5. 5. Succession Planning 101 An activity: » Pair up » Ask your partner 3 questions from the Team Member Fact Sheet™ » You have 3 minutes . . . C
  6. 6. A not-so secret thing about people. . . .
  7. 7. Objectives today »Shift your perspective . . » Succession planning as an ongoing conversation – not a process HR makes you do » Key skills: listening and comfort with fear »Help you start the conversation and equip you with tools to continue it
  8. 8. Succession Planning is . . . »Managing Risk (of losing key people) »Developing People »Yearly conversation – focused on re- recruiting and development »Aligning TALENT with STRATEGY
  9. 9. Succession Planning is NOT. . . »Promising roles »Triggered by retirement »Eliminating older people »Easy
  10. 10. The Spectrum of Succession Planning Replacement Reaction Replacement Management Succession Planning Succession Management In reality crisis management Identify a few likely successors, no focus on development Identify a few likely successors, focus on their development Proactive identification & development of those who can fill the leadership pipeline at all management levels. Goal is continued readiness
  11. 11. How does a new leader approach older leaders with change? How can you plan for succession without showing favoritism? How to conduct succession planning legally? Does the county have any plans to put controls in place to hold department managers accountable for implementing the best practices and procedures discussed today? Succession Planning is NOT. . .
  12. 12. Why we don’t do it . . . »Threat: Job loss/irrelevance »Risky: Not just OUR opinion »“Tyranny of the urgent” »Fear: lawsuits, having to wait, lawsuits
  13. 13. Succession Planning »My Beliefs »Key terms you need to know »Workshop – The conversation / Key roles »Your questions
  14. 14. My Beliefs » Great conversations start with a question » Honest conversations: Foundation of great relationships » Leadership is . . . » Motivation: Fear vs Love » Performance = Talent + Passion + Work » Individuals own development / organizations own support » TRUST is a gift » All organizations have A, B, C players
  15. 15. Key Terms » Talent = People » Talent Profile (5 questions) » Individual Development Plan » Key Roles Profile (job description) » Talent Pipeline » High Potentials » Deep Pros » 9 Box
  16. 16. Ready Now Ready 1-2 yrs Ready 3+ yrs Position 1 Position 2 Position 3 Key Role – Talent Pipeline
  17. 17. Performance PotentialLow Low High High 9 Box
  18. 18. CRITICAL Step: Change the name! Strategic Talent Review
  19. 19. Exercise 1: Talent Profile »Strengths »Weaknesses »Successes »Short term goals (0 – 18 months) »Long term goals (2 – 5 years) A
  20. 20. Exercise 2: Key Roles Key Roles: Identify one critical role in your group. » Critical = Key to success of your function / Underperformance is felt immediately. » If no critical role – use your role B Page 2
  21. 21. Exercise 2: Key Roles »1. Who is Ready Now (or with assistance)? »2. Ready in 1-2 years? »3. Ready in 3+ years?
  22. 22. Ready Now (with assistance) Ready 1-2 yrs Ready 3+ yrs Position 1 Position 2 Position 3 Key Roles – Talent Pipeline Why is this role so important to your operation? Who aspires to this role? (has expressed interest)
  23. 23. About the Speaker – Scott Patchin Scott has a core belief that the habits leaders practice and the conversations they have with their people are the keys to their success. He launched his own leadership development company, The trU Group, in 2009 around the his passion for maximizing individual growth and eliminating needless pain – moving to and past the tipping point of success. He has work experience manufacturing, healthcare, and banking/mortgage industries. He is an author, blogger, coach, and delivers a hands-on keynote. He resides in Michigan and has spoken across the Midwest on people-centered leadership and strategic planning. Learn more: | LinkedIn | www.thetrugroup.com

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