1. Succession Planning in the Victim/Survivor Services Field
ROUNDTABLE DISCUSSION FACILITATED BY:
Anne Seymour
National Crime Victim Advocate
Washington, DC
2014 VOCA National Training Conference

2. Roundtable Objectives
Explore issues that may facilitate or inhibit successful transitions
Identify strategies for state administrators to prepare and guide agencies as they experience succession planning and the resulting changes
2014 VOCA National Training Conference

3. Succession Planning Defined
The process to identity and develop potential future leaders or senior managers, as well as individuals to fill other positions critical to an organization, either in the short- or the long-term.
2014 VOCA National Training Conference

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Or……in Brief
“Build our bench strength”
“Create a pipeline of leaders”
2014 VOCA National Training Conference

5. Succession Planning Should:
Link to organization’s strategic vision, mission and goals
Refrain from building around individuals
Address leadership development for ALL staff
2014 VOCA National Training Conference

6. Benefits of Succession Planning DISCUSSION
Support continuity of services
Continuing supply of qualified, motivated people (or system for identifying them)
Alignment between an organization’s strategic vision and human resources
Commitment to employee career paths, personal development and advancement
OTHERS?
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In the victim services field, what are some of the CHALLENGES to successful succession planning?
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8. Three Ways of Thinking about Succession Planning
Emergency succession
Departure-defined succession planning
Strategic leader development (focus on shared leadership)
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9. Strategic Leader Development
Train and mentor existing staff
Recruit new staff
OR both
INVOLVEMENT OF:
Executive Director
Staff managers/leaders
Board of Directors
Other stakeholders who can provide guidance
2014 VOCA National Training Conference

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Basic Steps…
Develop a strategic vision or plan with long-term, measurable goals
Identify leadership competencies needed to get there
“Skills sets” and skills-building plans
Professional development plan (internal)
Recruitment plan (external)
2014 VOCA National Training Conference

11. Succession Readiness Checklist
Please refer to participant handout
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12. Leadership Self-Reflection (please see participant handout)
My ongoing effectiveness
Personal barriers to leaving
Organizational barriers to leaving
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13. SUCCESSION PLANNING SHOULD SEEK TO MITIGATE THESE FACTORS
excerpted from Leigh Branham’s book, The 7 Hidden Reasons Employees Leave Seven Hidden Reasons Why Employees Leave
The Job or Workforce was Not as Expected
The Mismatch Between Job and Person
Too Little Coaching and Feedback
Too Few Growth and Advancement Opportunities
Feeling Devalued and Unrecognized
Stress from Overwork and Work-Life Imbalance
Loss of Trust and Confidence in Senior Leaders
SUCCESSION PLANNING SHOULD SEEK TO MITIGATE THESE FACTORS
Excerpted from the book “The 7 Hidden Reasons Employees Leave” by Leigh Branham
Compare each of these to each of the “Generations.” Which ones affect which generation most?
The “Silent Generation” (’25-’42)
Boomers (’43-’60)
Generation ‘X’ (’61-’80)
Millenials (’80-’89)

14. Current Case Study, 2014 Founder planning to leave in two years
Succession planning developed:
ED position description (please see handout)
Short- and long-term funding strategy
HUGE focus on Board development
Program development/priorities
THERE WERE A FEW SURPRISES….
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15. 2006 National Survey What Do LEADERS in Our Field Need?
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16. Leaders in Our Field Need:
Courage of convictions
Knowledge, skills and compassion and a willingness to share these skills
Ability to inspire others
Patience
Integrity
Honesty
Empathy
Ability to observe and listen
Strong ethical standards
Strong management skills
Organize, delegate and provide structure

17. “It takes the heart of a fighter, and a passion for the work
“It takes the heart of a fighter, and a passion for the work. It takes knowledge, dedication and the ability to think on your feet, coupled with the desire and ability to work with others.”

18. A Leader in Our Field….. Remembers “why” we are here.
“Not about personal status or gain, but a genuine desire to make a difference.”
Is willing to “take risks, speak up, not be afraid, not “hog opportunities,” and be consistent in philosophy and attitude.
Is open to new and different ideas.
Recognizes that “It is important to have the big picture in mind, and not the small pieces.”

19. A Leader in Our Field….. Is a “continual student” (EBPs are critical!)
Has a true sense of social justice.
Understands and can navigate the various systems that involve victims and survivors.
“Speaks truth honestly and don’t cover it up with a mask for some kind. You can do that without being angry or rude.”
Knows that he or she is good – you can “acknowledge the things that you are good at, and act upon those strengths.”
Has the ability to take charge.

20. “Effective leadership and succession mean that policies and practices are integrated into a structure of any organization, and are not dependent upon the skill or personality of one individual.”

21. 2014 VOCA National Training Conference
Helpful Resources
Building Leaderful Organizations: Succession Planning for Nonprofits
Annie E. Casey Foundation
Nonprofit Executive Succession Planning Toolkit, Federal Reserve Bank
Toolkit.pdf
Sustaining Great Leadership: Succession Planning for Nonprofits, First Nonprofit
Leadership.pdf
Succession Planning. HR Council of Canada
 Twelve Ways to Get a New Executive Director Off on the Right Foot, Blue Avocado
foot
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22. For More Information….. Anne Seymour annesey@atlantech.net
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