LEADERSHIP SUCCESSION MANAGEMENT Better Boards Conference 2015

0-40%

Conclusion Good leadership is contingent, and can be defined, controlled and developed

Leadership Succession Management A deliberate and systematic process to ensure leadership continuity in key positions

15%

40%

70%

“The role of the nomination committee is usually to review and make recommendations to the board in relation to:  [ ]  ensuring there are plans in place to manage the succession of the CEO and other senior executives.”

Conclusion Leadership Succession Management is becoming mandatory yet only 20% of organisations do it well and 20-50% not at all

Leadership Succession Your experience?  When it worked well  When it did not work so well

The Succession Continuum ‘Fingers Crossed’ Replacement Planning Succession Planning Succession Management

3 Key Questions 1. What capability do we need going forward? 2. What capability can we access? 3. What do we need to do to close the gaps?

Implications for ALL boards  Requires a defined process  Requires making time  It must start with identifying the leadership needs of the organisation

Discovery 1 Evaluation 2 Development 3 Decision 4 Transition 5

Discovery 1

Performance Tasks Strategy

Evaluation 2

Development Opportunities

Development 3