Succession Planning planning today… for a different tomorrow! March 15, 2012
2 “Figuring out the right things to do isn’t nearly as difficult as continuing to do them over the long term.” Our webinar will begin in a few minutes.
March 15, 2012 Succession Planning planning today… for a different tomorrow!
4 Our webinar will begin in a few minutes. “Remember: The problem for most of us isn’t knowing what to do… it’s doing it.”
March 15, 2012 Succession Planning planning today… for a different tomorrow!
6 Our webinar will begin in a few minutes. “The greatest attribute for any business leader is perseverance.”
March 15, 2012 Succession Planning planning today… for a different tomorrow!
8 Our webinar will begin in a few minutes. “All organizations are perfectly designed to get the results they are now getting. If we want different results, we must change the way we do things.” Tom Northup
March 15, 2012 Succession Planning planning today… for a different tomorrow!
10 Our webinar will begin in a few minutes. “It’s useful to think of excellence in two broad categories: Customer excellence and business excellence.”
March 15, 2012 Succession Planning planning today… for a different tomorrow!
12 Our webinar will begin in a few minutes. “Satisfied customers drive business success – and business success enables investment to satisfy customers.”
March 15, 2012 Succession Planning planning today… for a different tomorrow!
14 Our webinar will begin in a few minutes. “ Excellence is not a destination; it is a continuous journey that never ends.” Brian Tracy
March 15, 2012 Succession Planning planning today… for a different tomorrow!
16 Our webinar will begin in a few minutes. “ We are what we repeatedly do. Excellence, then, is not an act but a habit.” Aristotle
March 15, 2012 Succession Planning planning today… for a different tomorrow!
18 Our webinar will begin in a few minutes. “People go in the direction leadership is walking, not pointing.”
March 15, 2012 Succession Planning planning today… for a different tomorrow!
20 Our webinar will begin in a few minutes. “Every job is a self-portrait of the person who does it. Autograph your work with excellence. “ Unknown
March 15, 2012 Succession Planning planning today… for a different tomorrow!
22 Our webinar will begin in a few minutes. “Excellence is doing ordinary things extraordinarily well." John W. Gardner
March 15, 2012 Succession Planning planning today… for a different tomorrow!
24 Our webinar will begin in a few minutes. “Discipline is the bridge between goals and accomplishments.” Jim Rohn
March 15, 2012 Succession Planning planning today… for a different tomorrow!
26 Our webinar will begin in a few minutes. "Measure is the ability to mesh strategy with reality, align people with goals, and achieve the promised results.“ Larry Bossidy
March 15, 2012 Succession Planning planning today… for a different tomorrow!
28 Our webinar will begin in a few minutes. “The strategic agenda demands discipline and continuity; its enemies are distraction and compromise.” Michael E. Porter
March 15, 2012 Succession Planning planning today… for a different tomorrow!
30 Our webinar will begin in a few minutes. “One of the major barriers to achieving lasting excellence is how little formal effort organizations put into learning how to execute strategy.”
March 15, 2012 Succession Planning planning today… for a different tomorrow!
32 Your Presenter Matt Lauth Managing Partner Strategy Execution Advisors Certified Business Coach
Succession Planning 33 Join me to find out how the Six Disciplines Program supports Success Planning within the organization. During this webinar you'll learn: 1. What is a Succession Planning? 2. Where does it fit in the overall management of your organization? 3. Why is it important? 4. How do I go about creating a Succession Plan? 5. How do I use it to manage the business?
What is succession planning? 34 Succession planning is a process for identifying and developing internal people with the potential to fill key business leadership positions in the company. Succession planning increases the availability of experienced and capable employees that are prepared to assume these roles as they become available. Taken narrowly, "replacement planning" for key roles is the heart of succession planning. Effective succession or talent-pool management concerns itself with building a series of feeder groups up and down the entire leadership pipeline or progression. Source: Wikipedia
35 Poll Questions
Barriers 36 1.Not recognized. 2.Recognized but not prioritized. 3.Recognized too late. 4.No system. (process & tools)
Importance of clear objectives 37 Clear objectives are critical to establishing effective succession planning. These objectives tend to be core to many or most companies that have well-established practices: Identify those with the potential to assume greater responsibility in the organization Provide critical development experiences to those that can move into key roles Engage the leadership in supporting the development of high- potential leaders Build a data base that can be used to make better staffing decisions for key jobs Source: Wikipedia
Importance of clear objectives 38 In some companies these additional objectives may be embedded in the succession process: Improve employee commitment and retention Meet the career development expectations of existing employees Counter the increasing difficulty and costs of recruiting employees externally Source: Wikipedia
Process and Practices 39 General model to characterize succession and development practices. Most reflect a cyclical series of activities that include these fundamentals: 1.Identify key roles for succession or replacement planning 2.Define the competencies and motivational profile required to undertake those roles 3.Assess people against these criteria - with a future orientation 4.Identify pools of talent that could potentially fill and perform highly in key roles 5.Develop employees to be ready for advancement into key roles - primarily through the right set of experiences. Source: Wikipedia
Types of Succession 40 Planned ownership change Planned senior leader change (CEO, President) Planned leadership change (senior leadership) Planned transition at any level Board succession
Family Business 41 POLITICAL SCENARIO: This is the case of a company linked to a large family. The existence of many members in the family can turn into conflicts of power, making it necessary to establish agreements and occasionally reorganize the business in terms of those individuals who, because of the obvious professional and human qualities can be recognized as leaders. In many cases this may mean separate reorganization to create new companies and business units. OPENESS: Members of the next generation are numerous and among them is not possible to identify a person who possesses the characteristics necessary to assume leadership. Strategy more suitable for this type of organization is to shift some capital to others who can provide not only management skills but also liquidity for family members. This will succeed in securing the future of the business, creating more value for society and retention of jobs for their employees, not to please the family, getting money and avoid future complications.
Family Business 42 FOREIGN MANAGEMENT: This scenario occurs when family members who control the business are not many, and yet, not having any of its members with a natural profile of leadership succession when they choose to appoint a non-family CEO. NATURAL SUCCESSION: Families seeking to preserve its legacy business are the most favorable conditions in the presence of a stage of natural succession. This is the case of a company controlled by a few families, few heirs who in turn have identified among them a worthy successor, a strong name also is associated with the adequacy enough to drive its growth, the ability to run the organization, understanding market and commitment which means only a part of the family patrimony is also a source of value to society, other shareholders, customers, suppliers and even their own employees (stakeholders). Source: Wikipedia
Elements of a good plan 43 Identify the need Make it a priority Identify internal top performers Establish plan for internal or external succession (or both) Identify who is responsible for executing plan Align and factor into organizational strategy
44 © Six Disciplines, LLC All Rights Reserved. Align with Strategy
45 © Six Disciplines, LLC All Rights Reserved. Identify top performers
46 © Six Disciplines, LLC All Rights Reserved. Nurture top performers
47 © Six Disciplines, LLC All Rights Reserved. Transition Decision Communication Introduction Smooth transfer of responsibilities Simple exit Ongoing mutual success
48 © Six Disciplines, LLC All Rights Reserved. Summary Succession Planning starts with identifying the need Make it a priority – reflect the need in your strategic and operational plans Identify the top performers of the organization – this should be part of annual performance evaluations Coach and mentor in preparation - ongoing assessment Establish a transition plan and timeline Execute the plan meticulously
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Upcoming Webinars
51 1.March 15 th : Succession Planning 2.March 22 nd : Benchmarking Performance 3.March 29 th : Quarterly Review Process For more information and to register, visit:
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Thank You ! Matt Lauth (419)