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

2. 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

3. Future Team Development
Trust %
Collaboration 71%
Change % PQ
Center for Creative Leadership

4. 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.

5. 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

6. 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

7. 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.

8. 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

9. 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

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

11. 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 ?

12. 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

13. 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

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

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

16. Identification of High Potentials3
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

17. 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

18. 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

19. 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.

20. 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

21. 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?

22. 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?

23. Best Practices from the Best
Ideas from Chapter leaders

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

25. Dorothy J Stubblebine, SPHR
Thank you
Dorothy J Stubblebine, SPHR

26. Q & A