1. Succession Planning & Developing Leaders for the Future CSA Network Day Stephen Hinks

2. Perpetuating the enterprise by filling the pipeline with high-performing people to assure that every leadership level has an abundance of these performers to draw from, both now & in the future. Corporate succession planning “has not lived up to its expectations”. The Leadership Pipeline, Ray Charan, Stephen Drotter & James Noel, Jossey Bass, San Francisco, 2001. Succession Planning

3. Stating the obvious A process of identifying and developing internal people to fill critical positions in your school. It increases the availability of experienced and competent staff who can assume key roles when they become available. It concerns managing people in your pipeline or progression. Requires people to redefine themselves, as they step up.

4. Big picture on Christian leaders Nearly one third of all students attend Christian/church school (incl Catholic) 22% of young people at church schools attend church even though parents don’t [CRA] Growing demand for Christian schools and for leaders Shortage of emerging Christian leaders Need to identify and develop leaders

5. The benefits Replacing executive staff can be expensive (recruiting agencies) and is time-consuming Need to balance internal appointments with fresh blood (different experience and new ideas) - hiring gifted people is a tactic not a strategy Succession planning aims to reduce staff turnover by improving commitment and retention It meets healthy career path expectations for staff

6. Graph your strategy on organisation chart What exec roles have now and need in future? What are pathways to those positions? Key competencies required? Who is ready to take over critical roles? When will they be ready for promotion? How much have we in budget to develop potential leaders?

7. Position: XXX Person [John] Possible successors? Position: AAA Will Possible successors? Position: BBB Judith Possible successors? Position: CCC Karen Possible successors? Position: YYY Sarah Possible successors?

8. Seven steps … Identify: Organizational hierarchy chart & competency data for each role Critical positions you want talented people to flow into [critical role list] Probable progression steps to fill key positions [pipeline in your chart] Current likely successors from across your entire staff [short list names] /…

9. Information on all staff to take all factors into consideration [data-base] Competency gaps in potential successors [analysis based on competency] Strategies to develop each potential successor [plans for each person]

10. Managing pipeline performance Transition requires new skills to execute new responsibilities eg managing self to managing others New time horizons & time management New work values – 24/7 availability, team player, what you expect of direct reports, sensitivity to other leaders roles, etc Challenges: reflect; manage tensions & ambiguity; complexity, risk, etc

11. Identifying potential The focus is on performance, not a guestimate of potential. Potential can mean: - ability to do the same kind of work as currently being done, only better - able to do work of bigger role at same level in the near future - able to do work at next level in 3 to 5 years

12. Identifying competencies (industry standards) Teaching and learning competencies – as per AITSL: 3 domains: professional knowledge, prof practice, prof engagement 7 standards: 2 in knowledge, 3 in practice, 2 in engagement 4 career stages with descriptors: graduate, proficient, highly accomplished, lead teachers

13. Christ-like character & culture fit Journey to Christ-likeness via disciplined personal life Healthy relationships family, colleagues, students, parents … Biblical knowledge Philosophy of Christian education How to contextualise gospel in life of school Practises biblical leadership

14. Monitoring someone’s transition Generally observe: -Alignment personal values with school (no gap between stated & actual) -Personal presence – students pay attention to their dress, manners etc -Use of power & authority Sit in on specific interactions 360 feedback Their own gap analysis