Succession Planning 2015 SV1

Proposal on Ideas to Retain High Poten3als

Using the “Manager’s Life Quadrant Model”

From The Manager’s

Perspec3ve

SedonaManagement.com 2015

Companies with a

Succession Planning Program

Experiencing Retention Issues of

High Potentials

What is the Scope of the Program?


Companies without a

Succession Planning Program Lacking a

Strong Management

Pipeline

Companies with Limited Resources to Develop

High Potentials

Meet Talent Management Needs to Develop High Poten6als

SUCCESSION PLANNING FROM THE MANAGER’S PERSPECTIVE

WORKSHOP

STEP-‐BY-‐STEP TO MANAGE YOUR OWN SUCCESSION PLANNING

Sedona Management LLC January 2015

What is Succession Planning? •  A process to have the right people in the right place and 3me to take leadership roles

•  An internal process by management to create leadership bench strength

•  YOU have the choice to influence the succession planning process!


Doing Your Best Work Some3mes Is Not Enough

•  Limited Promo3ons •  Peers Get Top Projects •  Toxic Work Environment •  Challenging Objec3ves •  And Feeling Burnout •  So…How Do You Leverage

Your Succession Planning? •  By Working Towards High

Poten3al Employee Status


What People Say About High Poten3al Employees

•  They Understand the Business –  Conceptual Thinking

•  Peers, Senior Leaders and Direct Reports Respect the Individual –  Ability to influence others

•  They are Go Ge^ers –  Realis3c but challenging results

•  Mo3vates Teams –  Increases employee engagement

•  They Have Courage –  Manage ambiguity

So…for a manager, how do you proac3vely and in a pragma3c way get others to describe you this way?


• Assess yourself on the Manager’s Life Quadrant Model

1

•  Select Succession Planning Strategy 2

• Develop and execute gap ac3onable plan 3

Step-‐by-‐Step to Leverage Your Own Succession Planning


Low Poten3al High

Und

erachiever Exceeds Expecta3o

ns

Danger Zone

High Potential

Manager’s Life Quadrant Model Most Managers Do Not Stay in One Quadrant

Get Experience


Achieves Mastery

Time Spent

Projects W

orked On

Big Picture

Achieve High Potential Status

Working Toward High Poten3al Status

Get Impactful Results

Gap Ac3on Plan

Steps Ac>ons

1: Select Performance and/or Growth Strategy Establish required strategy

2: Iden3fy gap to improve Gap analysis

3: List specific ac3ons/ac3vi3es Specific, measurable, a^ainable, relevant & 3me bound

4: Report out results Others

Evaluate results


Measure Results A Proac3ve Approach to Achieve High Poten3al Employee Status

Current Job 1 yr 2 yr 3 yr SedonaManagement.com 2015

Resources •  One-‐Day Workshop •  Manager’s Life Quadrant Assessment •  Succession Planning Strategy Templates •  Personal Consulta3ons

–  Retainer •  Quarterly •  Annual

– On a need basis •  Annual Check-‐Up •  Measure Results


Presenters


Arturo M. Corral 25 Years of Experience Arturo Corral was Director of Diversity for Anheuser-‐Busch in 2004 -‐ 2011. Corral’s primary responsibility was to support the business operators in the implementa3on of the company’s ini3a3ves for diversity and inclusion. Prior to the diversity posi3on, Corral was Manager for Interna3onal Sales Training from 1997 to 2003. In this capacity, he supported Anheuser-‐Busch's interna3onal partners in leadership and sales training, working with partners in more than 20 countries, including Spain, Russia, Brazil, Argen3na, and South Korea. He further served as an internal consultant to implement the company's sales system, including sales standards, 3me to sell and employee compensa3on. In 1995, Corral was named Director of Marke3ng Rela3ons, handling sales opera3ons in Mexico. His primary responsibili3es included increasing Budweiser sales, concentra3ng efforts in key resort markets, as well as key border markets. He also managed promo3onal teams for special events and conducted promo3ons for sales and marke3ng throughout Mexico. Corral began his Anheuser-‐Busch career of 25 years as a Sales Training Specialist. His du3es consisted of presen3ng sales training programs for wholesaler personnel, as well as programs tailored for retailers. He worked with wholesalers in more than 40 states with emphasis on increasing sales. Currently Corral is the Managing Member for Sedona Management focused on consul3ng and training services in the areas of Sales Training, Diversity & Inclusion and Leadership/Management development based on a pragma3c approach to increase organiza3onal performance. Corral holds a master's degree in interna3onal business from Webster University and he is ABD in a Doctoral Program on Management Theory and Prac3ce from the same ins3tu3on.

Presenters


John H. Auer 40 Years of Professional Experience John Auer has over 40 years of Human Resource Management, and Organiza3onal-‐Leadership Development experience. In 1969, John started his journey in Human Resources with the United States Army in South Korea. Following his ac3ve duty, he worked in the auto industry before pursuing a degree in Human Services and a Masters in Social Work. He worked in the non-‐profit world for 8 years before being recruited to Join AT&T in 1984. With AT&T Consumer Products’ Human Resource Team as a trainer, and developer of leadership skills. While John was part of that organiza3on AT&T expanded the business to Customer Service and Sales. John was a key player in the hiring and training of over 300 new employees which included Technical and Selling skills to the end user for the first 3me , in AT&T's history. He also had responsibility for developing new Leaders throughout this process, In 1989, John joined the Anheuser-‐Busch Companies, Metal Container Corpora3on’s Organiza3onal Development Team. He had responsibility for all Leadership Development with included Coaching to Senior Management. During his years with this organiza3on, John was involved with four green field startups, two brown field retro fits, and one brown field start-‐up of a glass bo^le plant, new to the Metal Container business model.

A reorganiza3on of A-‐B Companies gave John the opportunity to become part of the A-‐B Corporate Organiza3onal Development Team. This move allowed John to work in all lines of A-‐B Companies’ businesses … Busch Entertainment, Busch Agricultural, Domes3c Wholesaler Development, Eagle Snacks, Campbell Taggart, Corporate Sales/Marke3ng, Brewery Opera3ons, and other corporate groups. Also, John was assigned as the Director of the A-‐B Corporate Staffing organiza3on, which allowed him to become involved with A-‐B Companies Diversity ini3a3ves. Within all of these organiza3ons, John had various responsibili3es which consisted of strategic planning, recruitment, leadership development, sales training, employee sa3sfac3on surveys, internal employee inves3ga3ons, team development, and diversity and inclusion awareness educa3on. He also managed seven corporate recruiters and several PhD interns, and administra3ve assistants throughout his career at A-‐B Companies

When Anheuser-‐Busch Companies was sold to InBev, John took the opportunity to re3re from full-‐3me employment. He volunteers, and works part-‐3me for various non-‐for-‐profit organiza3ons in the St. Louis area.

Thank You for Your Considera3on

Contact: Arturo Corral Email: [email protected] Tel: 314-‐546-‐0497 Home Page: www.sedonamanagement.com Facebook: Facebook.com/SedonaMgmt


Succession Planning 2015 SV1

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Transcript of Succession Planning 2015 SV1