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1 © Development Dimensions Intl, Inc., MMV. All rights reserved. 1 Succession Planning Overview...

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1 Development Dimensions Intl, Inc., MMV. All rights reserved. 1 Succession Planning Overview STATE ACTION FOR EDUCATION LEADERSHIP PROJECT Succession Planning Conference March 11, 2005 Delaware Technical & Community College Loren Appelbaum Senior Consultant Development Dimensions International, Inc. C O M P E T I T I V E A D V A N T A G E. R E A L I Z E D. Slide 2 2 Development Dimensions Intl, Inc., MMV. All rights reserved. 2 Outline for discussion Organizational Context/Need Transitional Challenges & Roles The Success Profile Framework for Succession Planning Identifying Potential Diagnosing Strengths and Development Needs Development Planning Key Decisions Realizing results Slide 3 3 Development Dimensions Intl, Inc., MMV. All rights reserved. 3 Trends in Leadership Succession Planning Accelerated development of highest potentials, vs. replacement planning Accountability at senior leadership levels, vs. HR (not a spectator sport) Drive toward talent acquisition, development integrated into overall talent management approach Holistic approach (success profiles) Stronger focus on identifying highest potentials against relevant, objective criteria Earlier identification of talent for longer term growth, development, succession Board level interest in leadership development Sarbanes-Oxley influence Need for efficiencies in leadership assessment and delivery; leveraging use of technology Slide 4 4 Development Dimensions Intl, Inc., MMV. All rights reserved. 4 The thing that wakes me up in the middle of the night is not what might happen to the economy or what our competitors might do next, it is worrying about whether we have the leadership capability and talent to implement our global strategies. David Whitman, Chairman/President/CEO, Whirlpool Corporation Slide 5 5 Development Dimensions Intl, Inc., MMV. All rights reserved. 5 Increasing Failure Decreasing Confidence Two thirds of all major companies worldwide have replaced their CEO at least once since 1995. - Drake Beam Morin Inc. Four in ten leaders fail within the first 18 months on the job. - Manchester Consulting Slide 6 6 Development Dimensions Intl, Inc., MMV. All rights reserved. 6 Readiness 75% of companies worldwide are not confident in their ability to fill strategic leadership positions over the next five years. Slide 7 7 Development Dimensions Intl, Inc., MMV. All rights reserved. 7 Conference Board Study Developing Business Leaders for 2010 Exponentially heightened senior leadership requirements Influence/communication Extraordinary strategic thinking Tolerance for ambiguity Talent Development Need to identify potential The hard part Only 34% report effective practices Accuracy essential, but the hows are elusive Slide 8 8 Development Dimensions Intl, Inc., MMV. All rights reserved. 8 Risk of Derailment Among approximately 6,000 respondents, 2/3 reported that their current leader displays behaviors that could derail his/her career. - Development Dimensions International, 2001 Slide 9 9 Development Dimensions Intl, Inc., MMV. All rights reserved. 9 Organizational Readiness 68% of organizations surveyed report that they are not prepared to deal with the leadership crisis. - Development Dimensions International, 2001 Slide 10 10 Development Dimensions Intl, Inc., MMV. All rights reserved. 10 Leadership Development and Succession Planning is a Top Priority Top 5 management issues; up 25% (700 Global Executives, Conference Board, 2002) 78%: Most Important/Top 5 Business Success Factors (950 Executives, CEO Magazine/CCL, 2002) 91%: Top Enabler for Business Growth (Global CEOs, Conference Board, 2002) 47%: Major Business Priority (150 Global Corporations, Conference Board/DDI, 2002) Slide 11 11 Development Dimensions Intl, Inc., MMV. All rights reserved. 11 When its working Work groups with strong leaders are 37% more likely to outperform other work groups, and are more satisfied, engaged, and loyal. - Leadership Forecast Study, DDI, 2003 Slide 12 12 Development Dimensions Intl, Inc., MMV. All rights reserved. 12 Implications Now more than ever, business conditions dictate that leaders who are less prepared for senior leadership will be placed into senior leadership roles. To avoid leadership failure and its effects, organizations will need systems, processes, and tools which prepare these leaders to manage the challenges they will soon face. Slide 13 13 Development Dimensions Intl, Inc., MMV. All rights reserved. 13 What are the highest priority strategic challenges facing the Delaware school system? Slide 14 14 Development Dimensions Intl, Inc., MMV. All rights reserved. 14 What do those challenges suggest in terms of the leadership talent needed within the system? Slide 15 15 Development Dimensions Intl, Inc., MMV. All rights reserved. 15 ENSURE READINESS INVENTORY TALENT Talent Optimization Approach V I S I O N Strategic Priorities Cultural Priorities Leadership Imperatives Business Landscape Talent Needed Game PlanSuccessProfile Communication Accountability Skill Alignment Measurement Insurance PolicyCapacityNeeds Select/DeployTalent Focus/DrivePerformance IdentifyPotential AssessReadiness AccelerateDevelopment Slide 16 16 Development Dimensions Intl, Inc., MMV. All rights reserved. 16 Transitional challenges faced when moving into senior leadership roles Span of Influence Tactical Control Consequences of Failure Business Scope Visibility Constituents Slide 17 17 Development Dimensions Intl, Inc., MMV. All rights reserved. 17 Span of Influence FROM Single team/ function management Single team/ function management Small-group communications Small-group communications FROM Single team/ function management Single team/ function management Small-group communications Small-group communications TO Multiple team/ function management Multiple team/ function management Large, multi-group communications Large, multi-group communications TO Multiple team/ function management Multiple team/ function management Large, multi-group communications Large, multi-group communications Common Reactions: Unclear expectations, strategic confusion Slow to build partnerships, alliances Difficulty navigating political environment Slide 18 18 Development Dimensions Intl, Inc., MMV. All rights reserved. 18 Tactical Control FROM Involvement in day- to-day operations Involvement in day- to-day operations Direct impact on group outputs Direct impact on group outputs FROM Involvement in day- to-day operations Involvement in day- to-day operations Direct impact on group outputs Direct impact on group outputs TO Detachment from day-to-day operations Detachment from day-to-day operations Indirect impact on group outputs Indirect impact on group outputs TO Detachment from day-to-day operations Detachment from day-to-day operations Indirect impact on group outputs Indirect impact on group outputs Common Reactions: Reluctance to delegate Reluctance to delegate Desire for personal recognition for group success Desire for personal recognition for group success Do-it-yourself solutions Do-it-yourself solutions Slide 19 19 Development Dimensions Intl, Inc., MMV. All rights reserved. 19 Consequences of Failure FROM Limited-scale consequences Limited-scale consequences Unit-specific countermeasures Unit-specific countermeasures FROM Limited-scale consequences Limited-scale consequences Unit-specific countermeasures Unit-specific countermeasures TO Large-scale consequences Large-scale consequences Organization- wide countermeasures Organization- wide countermeasures TO Large-scale consequences Large-scale consequences Organization- wide countermeasures Organization- wide countermeasures Common Reactions: More personal stress More personal stress Unrealistic demands Unrealistic demands Negative outlook Negative outlook Slide 20 20 Development Dimensions Intl, Inc., MMV. All rights reserved. 20 Business Scope FROM Basic unit responsibility Basic unit responsibility Limited number of inputs/ variables Limited number of inputs/ variables FROM Basic unit responsibility Basic unit responsibility Limited number of inputs/ variables Limited number of inputs/ variables TO Organization-wide accountability Organization-wide accountability Broader business judgment needed Broader business judgment needed Many variables Many variables TO Organization-wide accountability Organization-wide accountability Broader business judgment needed Broader business judgment needed Many variables Many variables Common Reactions: Financial cramming Financial cramming Overemphasis on financial variables Overemphasis on financial variables Poor business judgments Poor business judgments Slide 21 21 Development Dimensions Intl, Inc., MMV. All rights reserved. 21 Visibility FROM Limited visibility Limited visibility Derailers disguised Derailers disguised Less cultural impact Less cultural impact FROM Limited visibility Limited visibility Derailers disguised Derailers disguised Less cultural impact Less cultural impact TO Wide visibility Wide visibility Derailers visible Derailers visible Greater cultural influence derailers mimicked by many Greater cultural influence derailers mimicked by many TO Wide visibility Wide visibility Derailers visible Derailers visible Greater cultural influence derailers mimicked by many Greater cultural influence derailers mimicked by many Common Reactions: Cultural damage; propagation of derailers Cultural damage; propagation of derailers Unwanted turnover Unwanted turnover Executive failure Executive failure Slide 22 22 Development Dimensions Intl, Inc., MMV. All rights reserved. 22 Constituents FROM Focus on team/ small group Focus on team/ small group Objectives set by supervisor Objectives set by supervisor FROM Focus on team/ small group Focus on team/ small group Objectives set by supervisor Objectives set by supervisor TO Focus on broader organization Focus on broader organization Objectives s

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