Grabbing Success(ion) at the Chapter Level SUCCESSION PLANNING Grabbing Success(ion) at the Chapter Level Dorothy J Stubblebine, SPHR

Biggest leadership challenges Developing leader pipeline 45% Rapid change 44% Creating innovative culture 39% Retaining next gen leaders 38% Workplace trends 24% Center for Creative Leadership

Future Team Development Trust 72% Collaboration 71% Change 62% PQ Center for Creative Leadership

Succession Planning What is it? – A dynamic, ongoing process of systematically identifying, assessing, and developing high potentials to contribute to the achievement of your Chapter’s future strategic goals. High Potentials – Individuals identified by Chapter Board as capable of advancing to the next level.

Why do it? Ensure leadership continuity a. ID volunteers to fill those spots b. Ensure next generation of leaders are prepared for KEY roles Identify strengths and gaps in volunteer talents and skills

Why do it? (con’t) ID replacements for future vacancies Strengthen and diversify the pool Ensure your Chapter’s mission/vision will be carried forward by future leaders

KEY position KEY Position – This position exerts critical influence on Chapter activities – operationally, strategically or both. The loss of this key Chapter position would seriously disrupt operations and/or put your Chapter at risk. The individual’s performance in these positions create real value to the Chapter.

Performers in KEY positions Handle critical tasks Bring specialized expertise Make decisions Are visionary Not all are at the top – LOOK for them and ASK PQ

Steps to Succession Planning Analyze member roster for Hi-Pos Perform gap analysis Provide development plan to KEY volunteers Match Board member mentor to each KEY person Create a Succession Plan Readiness Chart

Steps to Succession Planning Evaluate the plan on a regular basis Communicate plan and stay with it

Chapter Success – How do I begin? Get commitment from your Leaders Know the vision/mission/values of your Chapter Understand present membership Know the competencies of KEY Chapter positions Lateral succession ?

Oh oh – We have a resignation ! Contingency Planning Reallocate work or redesign position Job share or One-Shot assistance Contract out work Create talent pools PQ

Important Qualities in Identifying High Potentials Thinking strategically Managing execution; influencing others, leading courageously Communication skills; customer orientation; analytical skills Building and sustaining relationships; intellectual curiosity; knowing the business; team orientation; adaptability. Center for Creative Leadership

Development Experiences Challenging job assignments Cross functional assignments – Rotate Building from scratch assignments Special project Fix-it; turnaround or stabilizing situation Shadowing Mentoring

Development Experiences Teaching Continuing Education Serving on another Board Sharing positions Run a meeting/conference Lobby

Identification of High Potentials 3 3-6 months Hi-Po T E N 2 Revisit in 6 months Keeper I 1 Action Now Solid A L 1 (Low) 2 (Avg) 3 (High) Performance in Current Job

Guidelines – ID High Pos HiPo – Rotate job every 2-3 years - Focus on development - Expose to higher level activities - Regularly review position Keeper - Focus on how to become a high potential - Develop around improving performance/potential

Guidelines, con’t Solid - Ensure not blocked in current role - Can move to comparable position 6 Months – Coach (due to potential) Action Now – Immediate action taken Have that difficult conversation PQ

Key Position Ready Now 1-2 yrs. 3-5 yrs. SP – Readiness Chart President Vice Secretary Treasurer Ready Now 1-2 yrs. 3-5 yrs.

Succession Planning Helps Chapters to…. Grow your own future leaders Manage and champion diversity Shorten the learning curve for future leaders Increase commitment and loyalty to the Chapter

Questions for the Board How would you handle the progression of your strategy if a KEY position suddenly was vacant? How do you select Board members? Likeability? Need to fill?

More questions for the Board Do you know today who will replace current leaders when their terms end? Do current volunteers feel they have benefited in a meaningful way as a result of their services? How do they know?

Best Practices from the Best Ideas from Chapter leaders

Remember - Leaders are not born, Volunteers Remember - Leaders are not born, they volunteer !!

Dorothy J Stubblebine, SPHR Thank you Dorothy J Stubblebine, SPHR stubbled@comcast.net 856 404-1564

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