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

Transcript of 2014 7 17 pihra succession planning long beach_v2

  • SUCCESSION PLANNING Develop the Leaders of the Future July 17, 2014, San Diego Simon VeIer 1
  • Companies We Work with Page 2
  • Goals for Today 1. Leadership Pipeline: Develop leaders for the next level - 5 pracBcal Bps 2. Understand the impact of eecBve and ineecBve leadership 3. Apply a proven process that creates posiBve measurable change Page 3
  • THE LEADERSHIP PIPELINE: PREPARING LEADERS FOR THE NEXT LEVEL Page 4
  • 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
  • 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
  • WHAT MAKES A LEADER EFFECTIVE? Page 7
  • A) Think of a person you personally know (or worked for) and you consider an eecBve leader. What is ONE behavior this person demonstrates that makes him or her an eecBve leader? B) Think of a person that you personally know (or worked for) and you consider an ineecBve leader. What is ONE behavior this person demonstrates that makes him or her an ineecBve leader? 8 Exercise Leadership Traits
  • Leaders dont get appointed. Its 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
  • SUCCESS INHIBITORS: IDENTIFY ATTRIBUTES OR BEHAVIORS THAT CAN INHIBIT THE LEADERS PERFORMANCE AND EFFECTIVENESS Page 10
  • 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 (Conict avoidance, lack of asserBveness) Page 11
  • DEVELOP LEADERS OF THE FUTURE: APPLY A PROVEN PROCESS TO CREATE LASTING CHANGES IN LEADERSHIP BEHAVIORS Page 12
  • Process to Create a Change in Behavior Assess Plan Follow up & Change Measure Page 13
  • PercepBon Mabers We judge ourselves on our intenNons. We judge others on their behaviors. I think I am driven, determined and goal-oriented Condent Smart Humorous, fun Others see me impaBent and stubborn Arrogant know-it-all SarcasBc, cynical 14
  • 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 benets will you get from changing the behavior?) Page 15
  • Apply the FEEDFORWARD Concept Apply Three Rules 1. Listen without judgment 2. Take notes 3. The only response is Thank you Page 16
  • 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
  • Page 18 The most signicant indicator for behavioral change is follow up and feedback from co- workers. -- Marshall Goldsmith
  • Page 19
  • 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 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
  • How to Develop Leader of the Future 1. Focus on improving leadership behavior 2. Support from colleagues and co-workers is the most signicant predictor for improved leadership eecNvenss 3. Follow up is criNcal to change behavior and percepNon Page 22
  • Tel: +1 760-481-5549 simon@simonvetter.com www.simonvetter.com 23 Best of Success in Developing Your Leaders
  • EXECUTIVE TRANSITION: HELPING LEADERS SUCCEED AT THE NEXT LEVEL Page 24
  • ExecuNve TransiNon: Research Findings 1) Failure rate for execuNve transiNons are at an all Nme high 30% of External Hires dont meet expectaBons in rst 2 years 22% of Internal Hires dont meet expectaBons in rst 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 rst 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
  • 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
  • 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
  • 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 conicts 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 execuNves part Page 28
  • Resources Provided Internal External Whats done What works Whats 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 EecNveness of Support Page 29