2014 7 17 pihra succession planning long beach_v2

of 29 /29
SUCCESSION PLANNING Develop the Leaders of the Future July 17, 2014, San Diego Simon VeIer 1

description

Succession Planning - how to develop the leaders of the future at your organization

Transcript of 2014 7 17 pihra succession planning long beach_v2

Page 1: 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

Page 2: 2014 7 17 pihra succession planning long beach_v2

Companies  We  Work  with  

Page 2

Page 3: 2014 7 17 pihra succession planning long beach_v2

Goals  for  Today  

1.  Leadership  Pipeline:  Develop  leaders  for  the  next  level  -­‐  5  pracBcal  Bps    

2.  Understand  the  impact  of  effecBve  and  ineffecBve  leadership    

3.  Apply  a  proven  process  that  creates  posiBve  measurable  change  

Page 3

Page 4: 2014 7 17 pihra succession planning long beach_v2

THE  LEADERSHIP  PIPELINE:    

 PREPARING  LEADERS  FOR  THE  NEXT  LEVEL  

Page 4

Page 5: 2014 7 17 pihra succession planning long beach_v2

Leadership  Pipeline  Model  

Manager

Individual

Contributor

Group Executive

Manager of

Managers

Function Leader

Business

Leader

Chairman &

CEO

4

3

2

1

6

5

TransiBons  are  criBcal  events.  HR  can  make  a  posiBve  impact  

5

Page 6: 2014 7 17 pihra succession planning long beach_v2

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

Page 7: 2014 7 17 pihra succession planning long beach_v2

WHAT  MAKES  A  LEADER  EFFECTIVE?  

Page 7

Page 8: 2014 7 17 pihra succession planning long beach_v2

A)  Think  of  a  person  you  personally  know  (or  worked  for)  and  you  consider  an  effecBve  leader.    What  is  ONE  behavior  this  person  demonstrates  that  makes  him  or  her  an  effecBve  leader?    

B)  Think  of  a  person  that  you  personally  know  (or  worked  for)  and  you  consider  an  ineffecBve  leader.    What  is  ONE  behavior  this  person  demonstrates  that  makes  him  or  her  an  ineffecBve  leader?    

8

Exercise  “Leadership  Traits”  

Page 9: 2014 7 17 pihra succession planning long beach_v2

Leaders  don’t  get  appointed.    It’s  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

Page 10: 2014 7 17 pihra succession planning long beach_v2

SUCCESS  INHIBITORS:  IDENTIFY  ATTRIBUTES  OR  

BEHAVIORS  THAT  CAN  INHIBIT  THE  LEADER’S  PERFORMANCE  

AND  EFFECTIVENESS  

Page 10

Page 11: 2014 7 17 pihra succession planning long beach_v2

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  

(Conflict  avoidance,  lack  of  asserBveness)  

Page 11

Page 12: 2014 7 17 pihra succession planning long beach_v2

DEVELOP  LEADERS  OF  THE  FUTURE:    

APPLY  A  PROVEN  PROCESS  TO  CREATE  LASTING  CHANGES  IN  LEADERSHIP  BEHAVIORS  

Page 12

Page 13: 2014 7 17 pihra succession planning long beach_v2

Process  to  Create  a  Change  in  Behavior  

Assess   Plan   Follow  up    &  Change  

Measure  

Page 13

Page 14: 2014 7 17 pihra succession planning long beach_v2

PercepBon  Mabers  

We  judge  ourselves  on  our  intenNons.    We  judge  others  on  their  behaviors.  

I  think  I  am…    

§  driven,  determined  and  goal-­‐oriented    

§  Confident  

§  Smart    

§  Humorous,  fun  

Others  see  me  …  

§  impaBent  and    stubborn    

§  Arrogant    

§  “know-­‐it-­‐all”    

§  SarcasBc,  cynical  

14

Page 15: 2014 7 17 pihra succession planning long beach_v2

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  benefits  will  you  get  from  changing  the  behavior?)  

Page 15

Page 16: 2014 7 17 pihra succession planning long beach_v2

Apply  the  FEEDFORWARD  Concept    Apply  Three  Rules    

 1.  Listen  without  judgment    2.  Take  notes    3.    The  only  response  is        “Thank  you”  

Page 16

Page 17: 2014 7 17 pihra succession planning long beach_v2

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: 2014 7 17 pihra succession planning long beach_v2

Page 18

“The  most  significant  indicator  for  behavioral  change  is  follow  

up  and  feedback  from  co-­‐workers.”        

-­‐-­‐  Marshall  Goldsmith  

Page 19: 2014 7 17 pihra succession planning long beach_v2

Page 19

Page 20: 2014 7 17 pihra succession planning long beach_v2

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

Page 21: 2014 7 17 pihra succession planning long beach_v2

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,!high4performing!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  

Page 22: 2014 7 17 pihra succession planning long beach_v2

How  to  Develop  Leader  of  the  Future  

1.    Focus  on  improving  leadership  behavior    

2.    Support  from  colleagues  and  co-­‐workers  is  the  most  significant  predictor  for  improved  leadership  effecNvenss    

3.    Follow  up  is  criNcal  to  change  behavior  and  percepNon  

Page 22

Page 23: 2014 7 17 pihra succession planning long beach_v2

Tel: +1 760-481-5549

[email protected] www.simonvetter.com

23

Best  of  Success  in    Developing  Your  Leaders  

Page 24: 2014 7 17 pihra succession planning long beach_v2

EXECUTIVE  TRANSITION:    

HELPING  LEADERS  SUCCEED  AT  THE  NEXT  LEVEL  

Page 24

Page 25: 2014 7 17 pihra succession planning long beach_v2

ExecuNve  TransiNon:  Research  Findings  1)  

•  Failure  rate  for  execuNve  transiNons  are  at  an  all  Nme  high  –  30%  of  External  Hires  don’t  meet  expectaBons  in  first  2  years  –  22%  of  Internal  Hires  don’t  meet  expectaBons  in  first  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  “first  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

Page 26: 2014 7 17 pihra succession planning long beach_v2

Learning  Curve  for  Internal  ExecuNve  Transfers  

0%

5%

10%

15%

20%

25%

30%

35%

40%

45%

50%

<  1  m o nth 1   -­‐  3  m ts . 3 -­‐ 6  m ts . 6 -­‐ 9  m ts . >  9  m ts .

26

Page 27: 2014 7 17 pihra succession planning long beach_v2

Learning  Curve  for  External  ExecuNve  Hires  

0%

5%

10%

15%

20%

25%

30%

35%

40%

<  1  m o nth 1   -­‐  3  m ts . 3 -­‐ 6  m ts . 6 -­‐ 9  m ts . >  9  m ts .

27

Page 28: 2014 7 17 pihra succession planning long beach_v2

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  conflicts  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  execuNve’s  part  

Page 28

Page 29: 2014 7 17 pihra succession planning long beach_v2

Resources Provided

Internal External

What’s done

What works

What’s 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  EffecNveness  of  Support  

Page 29