Succession Planning for the Long Term

1Onboarding for Better Results FasterCopyright © 2010 PrimeGenesis LLC - All Rights Reserved

www.primegenes is .com

Succession Planning for theLong Term

George BradtManaging Director

[email protected]

+1.203.323.8501


www.primegenes is .comRole DeliveryPersonal AdjustmentLearningOrganization Relationships

“40% are fired, forced outor quit in 18 months”

Financial Times – 3/30/09



Get new employeesrecruited, oriented,productive - fast.

New leader + Supervisor + Talent management

NEW LEADER DIRECT SUPERVISOR

Manage ownleadership transition(internal or external)

+

Institutionalize a systemicapproach

TALENT MANAGMENT+



From disconnected efforts…

Recruiting Hiring

Orienting



…to integrated approach led by direct supervisor

Get a head startManage the messageHelp others deliver

StrategicOperationalOrganizational: Acquire - Develop - Encourage - Plan - Transition



Build an ADEPT organization

Acquire Develop Encourage Plan Transition

Organizational process

AccommodateAssimilateAccelerate

ID talentInstill knowledgeBuild skills

AntecedentsBehaviorConsequences

Performance x potential role fit values



Destination-back Framework

Programs

Capabilities



Succession Planning & Talent Management

Destination

CurrentReality

Programs

Capabilities

CurrentStrengths

RequiredStrengthsBridging the gaps

InternalSkill building

Knowledge building

ExternalRecruiting Briefs

Onboarding/Devt Plans



Positions Needed: xxx xxx xxx xxx xxx

Mission/Responsibilities:Vision:Required Strengths:Motivation:

Top Three Candidates:Current Strengths:Development Plan:

External Talent Acquisition:Development Plan:

Destination-back Succession Planning



Recruiting BriefJob, Department, Reports to, Compensation, Start DateMission/Responsibilities/VisionStrengths - Talent (born with) - Knowledge (learned) - Skills (practiced)Motivation: In sync with likes/dislikes and long-term goalFit: Values, Work style

Onboarding Timeline/Plan

Development PlanSkillsKnowledge

For external hires



Align your organization around the need for this hire orpromotion and around the details of the role

• Clarify how this new hire or promotion will helpthe organization deliver what’s important

• Write a Recruiting Brief

• Craft an Onboarding Timeline

Get a head start



Week -8 -5 -3 -2 -1 0

Complete planning tools (including this Timeline and a Recruiting Brief) Stakeholders aligned Recruiter selected and briefed (if external)

Candidates sourced and presented (if external) Interviews complete

Selection made Offer extended and accepted

Personal Onboarding Plan co-created and implemented New employee/promotion announced

Accommodation New employee/promotee welcomed

Assimilation efforts 100-Day Actions

Onboarding feedback

Get a head start

Onboarding Timeline



Total Onboarding Program (TOP)

ALIGN ACQUIRE ACCOMMODATE ASSIMILATE ACCELERATE

Get a head start before the start

Leverage consistent messages throughoutLeverage consistent messages throughout

Help new employee deliver results

Personal Onboarding Plan (POP)



DUE DILIGENCE

ACQUIRE

Pyrrhic closeStrategic sale

Pre-sell:Slate Partner

Leverage consistent messages throughout

Offer Extended and Accepted



Total Onboarding Program (TOP)

ALIGN ACQUIRE ACCOMMODATE ASSIMILATE ACCELERATE

Get a head start before the start

Leverage consistent messages throughout

Help new employee deliver resultsHelp new employee deliver results

Personal Onboarding Plan (POP)

Personal Onboarding PlanProactively introduceProvide supportHelp adjust along the way




ACQUIRE

Stakeholders: Up, Across, Down

Message

Fuzzy Front End - Personal set up - Learning - Pre-start conversations - Announcement cascade

Day One/First Week

Key Events - Imperative - Milestones - Early Wins - Role Sort - Communication

Note: pivot point is day one for new employee, andannouncement date for those promoted from within

Personal Onboarding Plan



Stakeholders

Emotionally

Impacted

Directly

Impacted

Indirectly

Impacted

Impacted

Less


Announcement Cascade

1:1

Mass Annct

1:1

SmallGroupLargeGroup

Small Group Large Group



Introduce to keystakeholders

Introduce tobehind-the-scenes

networks

Assign tospecialprojects

Invite tomeetings& events

Equip withconnecting tools





StableTime to learn

MixedBalance of learning and action

Hot LandingAcute need to act fast

MentorKnowledge sharing

CoachPersonal development

Transition AcceleratorJump-start team performance

Situation Need



Adjust

Adjust

Temporary Impact Enduring Impact

MajorChange

MinorChange

RESTART:Requires a fundamental

re-deployment ofPeople, Plans and Practices

DOWNPLAYControl and stay

focused on priorities

MANAGEDeploy incidentmanagementresponse plan

EVOLVEFactor into ongoing team

evolution




Questions?

Disconnectedefforts=> Plan/align

Solving thewrongproblem=> Purpose

Operating inisolation=> Align

Recruitingsequentially=> Slate

Buying.Then selling.=> Pre-sell

Pyrrhic close⇒Win-win

Doing it tothem.=> POP

Neglectingthe basics.⇒Tools/forms

Surprisingstakeholders=> Announce

Poor firstimpressions=> Day one

Sink or swim⇒Introduce

Leaving themalone⇒Support

Issues

Head start - Consistent messages - Help new employee deliver



Get newemployeesrecruited,hired,productive -fast.

Head start - Consistent messages - Help deliver

NEW LEADER DIRECT SUPERVISOR

Take charge,build your team,and deliverresults.

OnboardingProgram.comNewJobPrep.com

ORGANIZATION

Institutionalize a systemicapproach

OnboardingProgram.com



George Bradt has a unique perspective on transformational leadershipbased on his combined senior line management and consulting experience.He progressed through sales, marketing and general management roles,literally around the world, at companies including Unilever, Procter &Gamble, Coca-Cola, and J.D. Power’s Power Information Network spin offas chief executive.

Now he is a Principal of the CEO Connection and Managing Director of PrimeGenesis, theexecutive onboarding and transition acceleration group he founded in 2002. Since then,George and PrimeGenesis have reduced new leader failure rates from 40% to 10% by helpingthem and their teams deliver Better Results Faster.

George was educated at Harvard and Wharton (MBA) and is co-author of three books ononboarding published by John Wiley & Sons: The New Leader’s 100-Day Action Plan,Onboarding, and The Total Onboarding Program.

[email protected]; +1.203.323.8501; www.primegenesis.com

Succession Planning for the Long Term

Business

Transcript of Succession Planning for the Long Term