The Fundamentals of Succession Planning

AHP 44th Annual International Conference

Foundation Management Track

Veronica Carroll, MBA CFRE

Presentation AgendaI. Leadership Defined

II. Leadership Models

III. Context Counts – Part A & B

IV. Strengthen Your Leadership Skills

V. Small Group Discussion

VI. Link Leadership & Staff Development

VII. Wrap Up and Parting Thoughts

I. Leadership Defined Oxford Dictionary:

noun

the action of leading a group of people or an organization, or the ability to do this

• In Stephen Robbins' book ,The Essentials of Organizational Behavior (2003),

“Leaders establish direction by developing a vision of the future; then they align people by communicating this vision and inspiring

them to overcome hurdles”.

II. Leadership Models Authentic Leadership

Leadership Crucibles

Deep Smarts

The Fundamental State of Leadership

Level 5 Leadership

Authentic Leadership

Bill George,

Peter Sims,

Andrew N. McLean, and Diana Mayer

Authentic Leadership:Findings Study did not identify any universal

characteristics, traits, skills, or styles

Leadership emerged from their life stories

Authentic leaders reframed their life stories to help understand who they were at their core

Leadership is not passive

Leadership is not the sole purview of those at the top of the organization

Authentic Leadership:Key Points The objective is to understand ourselves

Discovering your authentic leadership requires a commitment to developing yourself and realizing your potential

Understand the story of your life - your personal narrative

Life stories cover the full spectrum – both good and challenging experiences – some of which had a transformative effect on their lives

Leadership CruciblesWarren G. Bennis and

Robert J. Thomas

Leadership Crucibles:Findings

Leaders pointed to intense, often traumatic, always unplanned experiences that transformed them (termed crucibles)

The crucible was a point of deep self-reflection that forced them to question who they were and what was important to them

Crucible event caused them to examine their values, question their assumptions, and hone their judgement

They emerged from the crucible more sure of themselves and what they were meant to do

Leadership Crucibles:Key Points Their study found that great leaders possess four

essential skills:

1. The ability to engage others in shared meaning

2. A distinctive and compelling voice

3. A sense of integrity including a strong set of values

4. Adaptive Capacity

the ability to grasp context

and hardiness

Deep SmartsDorothy Leonard and Walter Swap

Deep Smarts:Findings Experience makes swift, smart decisions possible

Something that is done exceptionally well took 10 years or more to develop that expertise

A comfortable “rule of thumb” for certain situations is developed

As an expert you also understand that there are exceptions to the rule

Experts (those with deep smarts) accumulate a storehouse of knowledge

Experts are adept at assembling disparate elements into a whole that makes sense

Deep Smarts:Key Points As leaders in our organizations we are required to

transfer deep smarts

The central paradox in transferring deep smarts is that constantly reinventing the wheel is inefficient, but people learn only by doing

The novice needs to discover the expert’s knowledge through practice, observation, problem solving, and experimentation

The Fundamental State of LeadershipMoments of Greatness: Entering The Fundamental State of Leadership

Robert E. Quinn

The Fundamental State of Leadership: Findings Four shifts are required to enter the fundamental

state:

1. A move from comfort centered to being results focused

2. A move from being externally directed to internally directed

3. A move away from being focused on ourselves and towards a focus on others

4. A move to be more open to outside signals

The Fundamental State of Leadership: Key PointsThe Four Transformative Questions:

1. Am I results centered?

2. Am I internally directed?

3. Am I other focused?

4. Am I externally open?

Level 5 LeadershipThe Triumph of Humility and Fierce Resolve

Jim Collins

Level 5 Leadership:Findings Collins suggests that organizations succeed

because of a Level 5 Leader

This leader is characterized as an executive with personal humility and intense personal will

Level 5 refers to the highest level in the hierarchy of executive capabilities in the research of companies that went from Good to Great

Level 5 Leadership:Key FindingsThe Level 5 Hierarchy

Level 5 – Executive

Level 4 – Effective Leader

Level 3 – Competent Manager

Level 2 – Contributing Team Member

Level 1 – Highly Capable Individual

III. Context Counts – Part AEnvironmental Factors At Work

Understanding

the Zeitgeist

Anthony J. Mayo

and Nitin Nohria

Change and Innovate or Die

Be on-line and in social media and be available 24/7 to the Donor

Do it with fewer resources and with constant staff turnover

Raise more dollars in more interesting ways

Zeitgeist:Findings & Key Points Study identified 6 factors – government intervention,

global events, demographics, social mores, technology and labour

Identified three archetypes of leadership:

1. Entrepreneurs – overcame obstacles and challenges to find or launch something new

2. Managers – skilled at reading and exploiting the context of their times

3. Leaders – confronted change and identified potential in businesses that are mature, declining, or stagnant

Context Counts – Part B

Understanding Your Action Logic in the Zeitgeist

David Rooke and William R. Torbert

Opportunist

Diplomat

Expert

AchieverIndividualist

Strategist

Alchemist

Action Logic:Findings & Key Points

The Seven Action Logics

Opportunist – wins at any cost - 5%

Diplomat – wants to belong - 12%

Expert – rules by logic and expertise - 38%

Achiever – meets strategic goals – 30%

Individualist – interweaves competing personal and company action logics – 10%

Strategist – generates organizational and personal transformations – 4%

Alchemist – generates social transformations – 1%

IV. Strengthen Your LeadershipTop Five Professional To Do’s

1. Know Thyself

2. Get out Your Crystal Ball

3. See, Understand and Value the Kaleidoscope

4. Look for and Embrace Divergent Thinking

5. Reward Outstanding Achievement

V. Small Group Discussion

VI. Link Leadership & Staff Development

Top Five Ways to Create A Culture of Leadership

1. Coach Leadership One on One

2. Acknowledge Inspiration As a Basic Need

3. Write a Staff Skills Development Program

4. Facilitate Expert Growth

5. Co-Author Individual Plans For Star Performers

VII. Wrap Up & Parting Thoughts

Thank You For More Information:

Veronica Carroll, MBA CFRE

Chief Executive Officer

Royal Inland Hospital Foundation

veronica.carroll@interiorhealth.ca

Exercise:Becoming An Authentic Leader Thinking about your early life, who are those that had

an impact on you?

What do you currently do to become self-aware?

What are your most valued principles?

What motivates you internally/externally?

Who are on your support team?

What can you do today, tomorrow and over the next year to develop your authentic leadership?

Exercise: When Were You In the Fundamental State of Leadership?

Identify one or two demanding experiences from your past and think about what happened in regards to:

intention

integrity

trust

adaptability

Exercise: Build Organization Wide Deep Smarts

Identify those in your organization who exhibit Deep Smarts

Identify what skills or expertise is absolutely essential

Within your organization identify the opportunities to build organization wide expertise

Exercise:Identify Your Leadership Level Level 5 – Executive (Personal humility and

professional will)

Level 4 – Effective Leader (Commitment to clear and compelling vision & stimulates high performance)

Level 3 – Competent Manager (Organizes people and resources to pursuit of predetermined objectives)

Level 2 – Contributing Team Member (Contributes to achievement of group objectives)

Level 1 – Highly Capable Individual (Makes contributions through talent, skills and work habits)

Exercise:Identifying Your Four Essential Skills Identify a time when you had to engage a group of

people and develop a shared meaning

Identify a time when you had to exercise a clear, distinctive and compelling voice

Think about a time when you had to exercise your personal values/principles

What is the strength of your adaptive capacity to grasp context and exhibit hardiness?

Exercise:Examine the Current ZeitgeistConsider the six factors identified by Mayo

and Nohria – (government intervention, global events, demographics, social mores, technology and labour) and identify which has the most pressing impact to the least pressing in todays environment

What leadership archetype would be best suited to manage the current zeitgeist?

Exercise:Identify Your Preferred Action Logic Consider which action logic best describes how you

respond: Opportunist (wins in any way possible)

Diplomat (rarely rocks the boat)

Expert (rules by logic and expertise)

Achiever (meets strategic goals)

Individualist (interweaves personal & organizational action logics)

Strategist (generates organizational & personal transformations)

Alchemist (generates social transformations)