ERE Webex Succession Planning Long Term Sept 22 2010

Succession Planning for the
Long Term

George Bradt
Managing Director
PrimeGenesis
gbradt@primegenesis.com
+1.203.323.8501

Onboarding for Better Results Faster 1 ww w.pri meg e ne s is .co m
Copyright © 2010 PrimeGenesis LLC - All Rights Reserved

“40% are fired, forced out
or quit in 18 months”
Financial Times – 3/30/09

Organization Role Personal Relationships Learning Delivery Adjustment

New leader + Supervisor + Talent management

NEW LEADER + DIRECT SUPERVISOR + TALENT MANAGMENT

Manage own Get new employees Institutionalize
leadership transition recruited, oriented, a systemic
(internal or external) productive - fast. approach


From disconnected efforts…

Rec
rui
tin
g Hir ing

Orientin
g


…to integrated approach led by direct supervisor

Strategic
Operational
Organizational: Acquire - Develop - Encourage - Plan - Transition

Get a head start
Manage the message
Help others deliver


Organizational process

Build an ADEPT organization

Acquire Develop Encourage Plan Transition

Accommodate ID talent Antecedents Performance x potential
Assimilate Instill knowledge Behavior role fit
Accelerate Build skills Consequences values


Destination-back Framework

Programs

Capabilities

Succession Planning & Talent Management

Destination

Programs
Current
Reality

Capabilities

Current Required
Bridging the gaps
Strengths Strengths

Internal External
Skill building Recruiting Briefs
Knowledge building Onboarding/Devt Plans


Destination-back Succession Planning

Positions Needed: xxx xxx xxx xxx xxx

Mission/Responsibilities:
Vision:
Required Strengths:
Motivation:

Top Three Candidates:
Current Strengths:
Development Plan:

External Talent Acquisition:
Development Plan:


For external hires
Recruiting Brief
Job, Department, Reports to, Compensation, Start Date
Mission/Responsibilities/Vision
Strengths
- Talent (born with)
- Knowledge (learned)
- Skills (practiced)
Motivation: In sync with likes/dislikes and long-term goal
Fit: Values, Work style

Onboarding Timeline/Plan

Development Plan
Skills
Knowledge

Get a head start

Align your organization around the need for this hire or
promotion and around the details of the role

• Clarify how this new hire or promotion will help
the organization deliver what’s important

• Write a Recruiting Brief
• Craft an Onboarding Timeline


Get a head start

Onboarding Timeline
Week -8 -5 -3 -2 -1 0

Complete planning tools (including this Timeline and a Recruiting Brief)
Stakeholders aligned
Recruiter selected and briefed (if external)
Candidates sourced and presented (if external)
Interviews complete
Selection made
Offer extended and accepted

Personal Onboarding Plan co-created and implemented
New employee/promotion announced
Accommodation
New employee/promotee welcomed
Assimilation efforts
100-Day Actions
Onboarding feedback


Tot al On bo ar di ng Pr og ra m (TOP )

ALIGN ACQUIRE ACCOMMODATE ASSIMILATE ACCELERATE

Pe rs on al On b oa rd in g Pla n (PO P)

Get a head start before the start
Leverage consistent messages throughout
Help new employee deliver results



Offer Extended and Accepted

ACQUIRE

Pre-sell:
Slate Partner

Pyrrhic close
Strategic sale

DUE DILIGENCE


Tot al On bo ar di ng Pr og ra m (TOP )

ALIGN ACQUIRE ACCOMMODATE ASSIMILATE ACCELERATE

Pe rs on al On b oa rd in g Pla n (PO P)

Get a head start before the start
Personal Onboarding Plan
Help new employee deliver results Proactively introduce
Provide support
Help adjust along the way



Personal Onboarding Plan

Stakeholders: Up, Across, Down
ACQUIRE
Message

Fuzzy Front End
- Personal set up - Learning - Pre-start conversations - Announcement cascade

Day One/First Week

Key Events
- Imperative - Milestones - Early Wins - Role Sort - Communication

Note: pivot point is day one for new employee, and
announcement date for those promoted from within


Stakeholders
Less

Indirectly

Directly Announcement Cascade

1:1 1:1

Emotionally Small Mass Small
Group Annct Group
Impacted Large Large
Group Group
Impacted

Impacted

Impacted



Invite to Introduce to
meetings behind-the-scenes
& events networks

Assign to
special
projects Introduce to key
stakeholders

Equip with
connecting tools



Situation Need

Stable Mentor
Time to learn Knowledge sharing

Mixed Coach
Balance of learning and action Personal development

Hot Landing Transition Accelerator
Acute need to act fast Jump-start team performance


Adjust

Adjust
Temporary Impact Enduring Impact

MANAGE RESTART:
Deploy incident Requires a fundamental
Major
management re-deployment of
Change
response plan People, Plans and Practices

DOWNPLAY EVOLVE
Minor
Control and stay Factor into ongoing team
Change
focused on priorities evolution


Questions?
Head start - Consistent messages - Help new employee deliver

Issues
Disconnected Recruiting Doing it to Surprising Leaving them
efforts sequentially them. stakeholders alone
=> Plan/align => Slate => POP => Announce ⇒Support

Solving the Buying. Neglecting Poor first
wrong Then selling. the basics. impressions
problem => Pre-sell ⇒Tools/forms => Day one
=> Purpose

Operating in Pyrrhic close Sink or swim
isolation ⇒Win-win ⇒Introduce
=> Align


Head start - Consistent messages - Help deliver

NEW LEADER DIRECT SUPERVISOR ORGANIZATION

Get new
Take charge, employees Institutionalize
build your team, recruited,
hired, a systemic
and deliver
results. productive - approach
fast.

NewJobPrep.com OnboardingProgram.com OnboardingProgram.com


George Bradt has a unique perspective on transformational leadership
based on his combined senior line management and consulting experience.
He progressed through sales, marketing and general management roles,
literally around the world, at companies including Unilever, Procter &
Gamble, Coca-Cola, and J.D. Power’s Power Information Network spin off
as chief executive.

Now he is a Principal of the CEO Connection and Managing Director of PrimeGenesis, the
executive onboarding and transition acceleration group he founded in 2002. Since then,
George and PrimeGenesis have reduced new leader failure rates from 40% to 10% by helping
them and their teams deliver Better Results Faster.

George was educated at Harvard and Wharton (MBA) and is co-author of three books on
onboarding published by John Wiley & Sons: The New Leader’s 100-Day Action Plan,
Onboarding, and The Total Onboarding Program.

gbradt@primegenesis.com; +1.203.323.8501; www.primegenesis.com


ERE Webex Succession Planning Long Term Sept 22 2010

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