The document discusses best practices for succession planning including aligning plans with strategic objectives, analyzing current and future capabilities, and focusing on potential and values. It also provides a model for selecting candidates for succession programs and determining necessary competencies. The goal is to drive continuous learning and develop the right people for future leadership roles and jobs that may not yet exist.

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3. POLL QUESTION
What is your most
pressing concern
about your next
generation of
leaders?
A. We haven’t
identified high
potentials
B. Skill gaps
C. No development
plan in place
D. No resources to
develop leaders
E. Something else

4. It’s not just succession to the
top – it’s getting the right
person in place for every job.
Some of tomorrow’s key
jobs may not even
exist now.
Robert M. Fulmer, Growing Your Company’s Leaders

5. What You’ll Learn:
1. Best practices in succession
planning and HIPO
development programs
2. A practical model for selecting
participants for a succession
planning or HIPO development
program
3. A model for determining the
development targets and
competencies for your program

6. Critical Trends
• Broad market forces
and trends
• Emerging
competencies
• Future job needs –
likely unknown today
• Reduced employee
loyalty

8. Best Practices:
Succession Planning and the Bottom Line
Aligned with organization’s strategic objectives.
Analysis of current and future capabilities
required.
Focused on potential and values.
Perceived as relevant and
real by participants.
Drives a culture of continuous
learning and development.

9. S.W.O.T. ANALYSIS
STRENGTHS: What do we
do well today? Will our
strengths prepare us for
future success?
WEAKNESSES: What do we
do poorly and why? Can we
do LESS of this? What steps
must we take to either
improve or minimize the risks?
OPPORTUNITIES: What are our greatest opportunities for
growth? Are our strengths aligned to take advantage of
them? Do our weaknesses stand in the way?
THREATS: Where are we vulnerable? Are our biggest threats
external or internal? Market-driven or competition? Lack of
talent or not the right talent?

10. REQUIRES
EXECUTIVE
INVOLVEMENT!
STRATEGIC GOAL ALIGNMENT
Understanding of current and future
trends for organization and industry.

11. OPPORTUNITIES THREATS
Are our strengths aligned
to take advantage of
opportunities?
Do our weaknesses
stand in the way?
Where are we
vulnerable?
Are our biggest threats
external or internal?
Market-driven or
competition?
Lack of talent or not the
right talent?

12. LOW
PERFORMANCE
AND
HIGH POTENTIAL
HIGH
PERFORMANCE
AND
HIGH POTENTIAL
HIGH
PERFORMANCE
AND
LOW POTENTIAL
LOW
PERFORMANCE
AND
LOW POTENTIAL
5
5
4
4
3
1
2
1 2 3
High
High
Low
PERFORMANCE TO POTENTIAL
POTENTIAL
PERFORMANCE

13. Deciding Whom to Groom

14. LOW SELF AND HIGH OTHERS
• Under utilized skills
• Motivation to excel may be
issue - career goals may
not be aligned with area
HIGH SELF AND HIGH OTHERS
• Areas of true strength
• Focus for development
• Opportunity for major gains
in productivity and career
growth
HIGH SELF AND LOW OTHERS
• Blind Spots
• Substantial need for
coaching
• Opportunities for significant
career conflict and disaster
LOW SELF AND LOW OTHERS
• Areas to avoid and move
away from to the extent
possible
• Coach techniques to
minimize potential career
harm
5
5
4
4
3
1
2
1 2 3
High
High
Low
PERFORMANCE RATINGS OF SELF AND OTHERS
OTHERS
SELF

15. Readiness
SELF- SELECTION
ASSESSMENTS
• Values-driven
behavior
• Competencies
• Career readiness
OBSERVATION

16. CURIOSITY
INSIGHT
ENGAGEMENT
DETERMINATION
LOOK FOR POTENTIAL
Understanding of current and future
trends for organization and industry.

17. COLLABORATION
LEARNING AGILITY
PEOPLE
DEVELOPMENT
DIGITIAL LITERACY
GLOBAL
CITIZENSHIP
Vision
Interpersonal Skills
Ability To Develop
Others
Intelligence
Character

18. CLEARLY DEFINE
STANDARDS,
REQUIREMENTS
AND
COMPETENCIES
RELEVANCY AND SUPPORT
Communicate the why, how and when?

19. Managers need to stretch, challenge, and
coach their high-potential employees…
Without multi-dimensional dialogue about these issues, managers
tend to hold on to their high-potential people instead of helping them
along an intentional developmental pathway.
High-potentials then may interpret this as a
lack of company support and will be
inclined to look elsewhere.
Ron Ashkenas,
The Paradox of High Potentials
Harvard Business Review

20. HOLISTIC THINKING
INTEGRATED
CHANGE CAPACITY
COLLABORATION
COMMITMENT
CONTINUOUS LEARNING
A learning culture has five key elements.

21. Leaders at All Levels
Supervisory and Team Lead
HIGH POTENTIAL EMPLOYEES
Managing
NEW MANAGERS AND NEWLY
PROMOTED
Advanced Leadership
MID AND SENIOR LEVEL MANAGERS
Executive Development
SENIOR DIRECTORS AND
VICE PRESIDENTS

22. Consideration
Exploration
Transition
Adoption
Succession Planning Phases

23. Succession Planning
Phases Pre-Promotion Post-Promotion
Consideration Exploration Transition Adoption
Focus Selection Roles and
Responsibilities
Processes and
Procedures
Professional
Identity
Information
Time Frame 1+ Year 1 Year or Less 1st 100 Days 6-18 months
Activities • Seminars
• Informational
interviews
• Job shadowing
• Focus groups
• Training
• Acting
Manager
• Job
Rotation
• Project
Manager
• Training
• Mentoring
• Networking
• Training
• Mentoring
• Feedback
• Peer
Evaluation
A Succession Plan for First Time Managers, Maria Plakhotnik and
Tonette S. Rocco, T&D Magazine, December 2011

24. Best Practices:
Succession Planning and the Bottom Line
Aligned with organization’s strategic objectives.
Analysis of current and future capabilities
required.
Focused on potential and values.
Perceived as relevant and
real by participants.
Drives a culture of continuous
learning and development.

25. BIZLIBRARY.COM
Course: Business Impact – Succession
Planning
Target: Managers
Course Title:
QuickTalks: Rob Kaplan:
Leadership Lesson: You Must
Ask the Right Questions to
Adapt
Target: Leaders at All Levels

26. BIZLIBRARY.COM
Chris Osborn
Vice President of Marketing
cosborn@bizlibrary.com
@chrisosbornstl
Jessica Petry
Marketing Specialist
jbatz@bizlibrary.com
@JessLPetry
@BizLibrary