Community Action Partnership
2016 Annual Convention
August 30 – September 2, 2016 | Austin, TX | J.W. Marriott Austin
Succession Planning
for
Tomorrow’s
Leaders
Thursday, September 1, 2016
3:15 pm – 4:45 pm
Presented by:
Seth M. Fine, MS, CPF, Senior Manager
NONPROFIT AND GOVERNMENT PRACTICE
www.wipfli.com/ngp | 888.876.4992
Reproduction or use of any training materials in this manual, except within a participant’s agency
without express written permission is prohibited by copyright law. © Wipfli LLP
Succession Planning for
Tomorrow’s Leaders
Trainer:
Board
Confidential –
KCA and
AEOA
Seth M. Fine, MS, CPF, Senior Manager
September 1, 2016
3:15 – 4:45 p.m.
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Learning Objectives
1. Discuss talent and succession
trends, and reasons, for focusing on
opportunities today
Board
Confidential –
KCA and
AEOA
2. Understand talent assessments and
planning in light of the agency’s
long-term sustainability
3. Review leadership competencies and
behaviors needed to effectively plan
and manage tomorrow’s talent base
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Your Role
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Basic Nonprofit Success Factors
• Clear organizational goals aligned to mission
• Defined performance measures
• Accurate accounting and control measures
• Reasonable constraints on activities
• Effective, capable board of directors
• An audit committee or other non-staff directed
oversight body that focuses on organization
finances
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Leadership and Succession
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Questions of the Day
• What is leadership development?
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Leadership Development Defined
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Leadership Development
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Questions of the Day
• What is leadership development?
• What is succession management?
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Succession Management Defined
Identification
Development
A systematic and defined
process to ensure
continuity for
key positions
by identifying and
developing roles and
people to fill them
Key Position
Continuity
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Questions of the Day
• What is leadership development?
• What is succession management?
• What is talent management?
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Talent Management Defined
Succession
Planning
The process of
identifying highpotential employees
and developing them
in preparation for
advancement into key
positions for success
of the agency
Leadership
Development
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holistic approach
engagement
vision
culture
capability
capacity
to drive
short- and long-term
results to reach the
vision
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Importance of Linking Talent Management
• Ensures you can both
meet your grant
objectives and grow
• Prepares individuals
for change by
developing new
competencies
• Promotes continuity
and/or improvements
in your culture
Competency
Modeling
Outcomesbased
Performance
Management
Job & Wage
Design
Shared Vision &
Strategic Plan
Talent &
Leadership
Development
Recruitment
& Selection
Succession
Planning
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Issues to Consider
• Vision and strategic goals
• Linked to performance expectations and staff
development needs
• Needed leadership and talent capabilities
• Current state and availability of talent with these
capabilities
• Developmental activities and assignments
• Budget and time
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Leadership
“Managers are people who do things right,
while leaders are people
who do the right thing.”
– Warren Bennis, Ph.D.
On Becoming a Leader
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Management & Leadership
Management
Leadership
Planning & Budgeting
Establishing Direction
Organizing & Staffing
Aligning People
Controlling & Problem
Solving
Motivating & Inspiring
Predictability
Change
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Leadership Development
Anyone at any level in a group or
organization can be a leader
1. Exhibit leadership qualities and skills
2. Guide the group to vision-centered action
3. Uphold the values and
principles of the organization
4. Respect each individual
and support the
“wisdom of the community”
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Leadership Qualities
•
Envisioning
•
Empowering
•
Energizing
•
Designing and aligning
•
Rewarding and feedback
•
Tenacity
•
Team building
•
Emotional intelligence
•
Outside orientation
•
Life balance
•
Global mindset
•
Resilience to stress
•
What else??
From: Global Executive Leadership Inventory (GELI),
in Harvard Business Review, January 2009, page 66.
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Leadership Development Process
Good Leadership Development Process
• Right curriculum at the right time
• Appropriate leadership assignments
• Coaching
• Mayhem
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How
 Identify leadership capacity/desire for yourself –
how will you get supervisory support?
 Identify leadership capacity/desire with every
employee you supervise
 Develop an intentional plan for leadership
development actions
 Use part of supervisory meetings to coach
leadership development
 Reward and evaluate on leadership growth,
actions
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Ideas for Everyday Leadership Development
• Facilitate staff meetings: make the agenda
• Give presentations
• Organize events: lead the planning team
• Support new employee orientation: mentor,
present
• Participate in committees, task forces, etc.
• Take on new assignments: write the grant, build
the budget, facilitate the focus group, develop
the PPT
• Support a new idea, articulate the vision, be
responsive, contribute an improvement idea
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Succession Planning
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This is not about an Executive Search
Replacement Planning
Succession Planning
Reactive
Pro-Active
Risk Management
Talent Management
Replacing/Substituting
Renewing/Energizing
Unstructured Approach
Organized Alignment
Exclusive
Inclusive
Rigid
Flexible
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The Case for Succession Planning
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Three Response Options
1. Intensify efforts to hire hard-to-find and
increasingly expensive people outside the
organization (i.e. strangers)
2. Do nothing and experience a competitive
decline (i.e. fail as an Agency)
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Are You Ready?
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Succession Cornerstones
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Cornerstone 1: Define Competencies
Identify and define the
knowledge, skills, and abilities required
for each role or level of work.
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Job Profiles with Competencies
• Provides a unifying framework within
organizations
• Serves as a building block toward an integrated
human resource system by identifying the
capabilities required to perform successfully
within an organization (by role or level of work)
• Generates thinking about what the role or level
should be tomorrow (2 to 5 years out), versus
over-examining what it is here today
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Define Competencies
“Customer Orientation”
Effective performers stay close to
customers. They view the organization
through the eyes of the customer and go out
of their way to anticipate and meet needs.
They continually seek information and
understanding regarding the customer’s
perspective and environment.
Source: OSI - Polaris Competency Model
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Define Competencies
Establishment of Proficiency Levels
1
Significant
Gaps
2
Gaps
3
Proficient
4
Exceeds
5
Bottom
3-5%
Significantly
Exceeds
Top
3-5%
NOTE:
What is a “Gap” for one job or level may be “Exceeds” for another
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Cornerstone 2: Assess Talent
Evaluate your talent and
analyze fits and gaps for
short- and long-term needs
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Talent Assessment Tension
Potential
Performance
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Talent Assessment Tension
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Cornerstone 3: Develop Talent
Create personalized development
plans linked to competencies and
your succession strategy.
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Best Practices
• The right training at the right time for the
right person
• Development plans for all employees,
specifically high performers and hard-toreplace talent
• Align the performance management
process/system
• Coach for performance (including leadership)
• Formal performance appraisal 1 – 2 per year
• Informal checkpoints up to 12 per year
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Cornerstone 4: Evaluate Performance
Evaluate and manage performance
against established goals
and objectives.
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Talent and Succession Success Factors
Plans alone are not enough!
5 keys to proven success:
1. Ensure the commitment and involvement of the Board
and senior leadership
2. Tie the talent management process directly to the vision
and goals of the organization
3. Keep it simple and inclusive
4. Create and carry out a communication plan
5. Revisit the talent and succession management plans
annually and make adjustments to the process…
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Challenges to Talent Management
• Time for the process
• Engagement of the Board
• Buy-in from senior leaders
• Finding the right employees to develop
• Implementation and follow-through
• Assessment and measurement
• Budget to appropriately develop future leaders
• Losing talented employees
Source: Achieve Global & Wipfli HR Consulting
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Write the Plan
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Importance of a Solid Plan
1. Ensures effective talent management to
achieve growth and vision/mission
2. Prepares individuals for inevitable change by
developing critical competencies
3. Promotes continuity of organizational culture
4. Helps assure that good leadership development
will actually happen ~ it’s intentional!
5. Meets Organizational Standard 4.4
(“outlining the process for filling a permanent vacancy”)
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A Sample Plan Outline
Position
HS Director
3 – 5 Year Succession
Plan Need?
The position is currently filled. Our Director plans to retire in 2 – 3 years.
KSA Needs
•
•
•
•
•
High Proficiency: Facilitating Information, Problem Solving, Relationship
Building, Financial Acumen , Team Management
Proficiency: Technology Savvy, Change Mastery, Influence, Diplomacy
10 years of early childhood management experience
5 years of progressive responsibility for outcomes/performance
Minimum Bachelor’s degree or educational equivalence
Current Employee
JANE DOE, 21 years in HS, 16 supervisory, 8 as Director
Competency Strengths
Problem Solving, Financial Acumen, Influence
Development Needs
Relationship Building, Change Mastery
Development Plan
Summary
JANE is being coached by BOB JONES, HR Director, to ensure she can keep
pace with our current changes & continue to effectively lead the team.
Candidates
See next Page
Strengths
Development Needs
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A Sample Plan Outline
Position: HS Director
3 – 5 Year
Succession
Plan Need?
The position is currently filled. Our Director plans to retire in 2 – 3 years.
KSA Needs
•
•
•
•
•
High Proficiency: Facilitating Information, Problem Solving, Relationship Building,
Financial Acumen , Team Management
Proficiency: Technology Savvy, Change Mastery, Influence, Diplomacy
10 years of early childhood management experience
5 years of progressive responsibility for outcomes/performance
Minimum Bachelor’s degree or educational equivalence
Candidates
KAY FINE
NORA GOOD
ROY YOUNGBLOOD
Strengths
Experience (5)
Problem Solving (4)
Influence (4)
Facilitating (5)
Problem Solving (5)
Diplomacy (4)
Change (5)
Team Management (4)
Education (4)
Development
Needs
Relationship Building (2)
Technology Savvy (2)
Education (2)
Financial Acumen (1)
Experience (3)
Experience (1)
Financial Acumen (2)
Relationship Building (3)
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As you contemplate succession
planning, remember the changing
talent pool of workers —
especially the aging population and
the up-and-coming generation.
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Myths About Older and Younger Workers
Older Workers
Younger Workers
Want to retire
Don’t want to work hard
Can’t (or won’t) learn new skills
Can’t (or won’t) take direction
Take more sick days
Take more personal time off
Have more accidents
Have more outside ‘hobbies’
Aren’t flexible or adaptable
Are too flexible and unreliable
Are less productive
Are less productive
Are expensive
Are driven by money
Aren’t innovative or creative
Aren’t technically sound
Are forgetful
Are too idealistic
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Working the Plan
Ensures the right people are
in the right place at the right time!
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For Information on How We Can Help
Visit the Wipfli Booth (#402)
for more details or email
[email protected]
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www.wipfli.com/ngp
Connect with me:
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