Succession
Planning….
…and Leadership for Chairs
or those who aspire to be
one.
Eamonn Connolly
Then
• Advertise – fill – move on
Now?
•
Let’s make life
complicated…..
•
And
profitable….
•
Because we
know better
than you.
The point?
• Even the most exhaustive process can
still end up with an unusual
appointment (good or bad)
• GB can find itself “in the bunker” –
willingly or otherwise
Back to reality …
• Up to date Business Plan
• Perhaps a formal Options Appraisal
Agree RSL Objectives
• Gather/analyse information
• Consider short list of realistic options
• Comparative assessment against pre
agreed criteria/finance/strategic
issues
• Then choose a way forward
•
Options Appraisal often includes
• Organisational purpose Governance arrangements - aims
for the communities served performance
• Stock – services – development wider regeneration, and the
associated financial position
• Staff structures
• Capacity to address and absorb
risks
Usually the choice boils
down to:
•
Remain 100%
independent
•
Independent but with
working partnership
and some staff sharing
with A.N. other
•
Join a biggie/bigger
debt pockets – as a full
subsidiary
•
And, ….. one more..?
Maybe even some
element of
disaggregation
Looking for a particular OA outcome?
•
… and why shouldn’t you?
•
Performance
•
Reputation
•
Relationships
•
Plans and strategies
•
KPI’s until blue in the face
•
….best of all
What does Succession Planning actually mean?
•
A process not an event … and structured
•
Where leadership/power transfers from one to
another without damage to the business or
working relationships
•
One or more successors identified for key posts,
and suitable career moves and/or development
is planned
•
Successors might be seen as “about ready” – or
as having longer-term potential
….and there’s more.
• Doesn’t exist in a vacuum
• Mostly done for key posts
• People identified for aptitude or attitude –
what do you think?
• Creates an internal flow of opportunity – or
is it just jobs for the boys (and girls)?
And its purpose? (in the widest sense)
•
For the business?
• Continuity/mimimise risk
• Which roles can’t be left unfilled – top dogs/specialists
• Temporary solution available inside – or even from outside
• Anticipates the worst, rather than reacts to it
•
For the individual?
• Identified as talented or important (maybe even both)
• Comfort of a development plan that is potentially leading
somewhere
• Preparation for the future/portfolio/cash
The long and the short of it
•
Can get a bit fuzzy
•
Short-term or short-term succession
• Temporary gap (emergency/secondment/project)
• Short-term successors – maybe ready for the next
level in a year or so
•
Long-term or long-term succession
• Permanent
• Long-term successors – several grades away from the
level they are being prepared for
Worlds apart?
•
Mega scale business
• Managers tasked with identifying raw talent within the workforce
• Testing/assessment performed
• If successful, a structured programme then ensues, and ends with an
acting up role somewhere….
• … which, if completed, is signed off
• Meaning the next vacant job is yours!
•
Our highly regulated world
• Far more informal
• Potential identified at appraisals
• Is the role a potential vacancy – or just a vague prospect
• If a job comes up – is internal recruitment permitted – or is the
employee simply to take their place amongst other candidates
• Relationships can sour where no jobs arise, or if the person fails to
actually develop to the expected degree
Be prepared
•
Would the Governing Body be able to
recruit a new CEO?
•
Could it get the right help?
•
Is it trusted by funders to make an
appointment?
•
Equality claims – how to avoid
•
Special cases
• Two into one
• CEO retirement planning
• Sharing top talent
Role of outgoing CEO?
Problems?
•
Unplanned vacancy
•
No suitable applicants - who ya gonna call?
•
Wider GB uncertainty over new appointment
•
CEO appointed but doesn’t gel with
Management Team
•
Sharing arrangements may grate rather than gel
•
Short stay?
Costs
Simple OA – not very
much/shouldn’t take long
• “Turnaround” at its quickest 8 –
12 weeks and no charge…
• …time taken and prices charged
by others may vary
• Succession Planning – don’t pay
a four figure sum, to get
yourselves ready – its not that
hard
•
Just as important.. Chair’s
Leadership
•
Can’t be taught over a single weekend
•
Structured
•
Time for reflection and enquiry
•
Small numbers
•
Accredited?