Success ion P lann ing Making this CRITICAL conversation

LESS SCARY . . . and MORE

PRODUCTIVE

-- A keynote WORKSHOP –

www.thetrugroup.com / Twitter: @trugroupscott / LinkedIn

( a l t e r n a t e t i t l e )

But I ’m Not Dead Yet

Overcoming the Fear of Succession

Planning

-- A keynote WORKSHOP --

www.thetrugroup.com / Twitter: @trugroupscott / LinkedIn

Scott Patchin»Holland, MI

»My mission

»15+ years in HR / Leadership Dev

»8 years as an entrepreneur

»Author (2x)

Learn more – visit thetrugroup.com / Linkedin

I be l ieve . . .

Great conversations start with a

question

www.thetrugroup.com / Twitter: @trugroupscott / LinkedIn

Succession Planning 101

An activity:

» Pair up

» Ask your partner 3 questions from the Team

Member Fact Sheet™

» You have 3 minutes . . .

C

A not-so secret thing about people. . . .

Objectives today

»Shift your perspective . .

» Succession planning as an ongoing conversation –

not a process HR makes you do

» Key skills: listening and comfort with fear

»Help you start the conversation and equip

you with tools to continue it

Succession Planning is . . .

»Managing Risk (of losing key people)

»Developing People

»Yearly conversation – focused on re-

recruiting and development

»Aligning TALENT with STRATEGY

Succession Planning is NOT. . .

»Promising roles

»Triggered by retirement

»Eliminating older people

»Easy

The Spectrum of Succession Planning

Replacement Reaction

Replacement Management

Succession Planning

Succession Management

In reality crisis

management

Identify a few

likely

successors, no

focus on

development

Identify a few

likely

successors,

focus on their

development

Proactive

identification &

development of

those who can

fill the

leadership

pipeline at all

management

levels. Goal is

continued

readiness

How does a new leader approach older leaders with change?

How can you plan for succession without showing favoritism?

How to conduct succession planning legally?

Does the county have any plans to put controls in place to hold

department managers accountable for implementing the best

practices and procedures discussed today?

Succession Planning is NOT. . .

Why we don’t do it . . .

»Threat: Job loss/irrelevance

»Risky: Not just OUR opinion

»“Tyranny of the urgent”

»Fear: lawsuits, having to wait, lawsuits

Succession Planning

»My Beliefs

»Key terms you need to know

»Workshop – The conversation / Key roles

»Your questions

My Beliefs» Great conversations start with a question

» Honest conversations: Foundation of great

relationships

» Leadership is . . .

» Motivation: Fear vs Love

» Performance = Talent + Passion + Work

» Individuals own development / organizations

own support

» TRUST is a gift

» All organizations have A, B, C players

Key Terms» Talent = People

» Talent Profile (5 questions)

» Individual Development Plan

» Key Roles Profile (job description)

» Talent Pipeline

» High Potentials

» Deep Pros

» 9 Box

Ready Now Ready 1-2 yrs Ready 3+ yrs

Position 1

Position 2

Position 3

Key Role – Talent Pipeline

Perfo

rmance

PotentialLow

Low

High

High

9 Box

CRITICAL Step: Change the name!

Strategic Talent Review

Exercise 1: Talent Profile

»Strengths

»Weaknesses

»Successes

»Short term goals (0 – 18 months)

»Long term goals (2 – 5 years)

A

Exercise 2: Key Roles

Key Roles: Identify one critical role in your group.

» Critical = Key to success of your function /

Underperformance is felt immediately.

» If no critical role – use your role

BPage 2

Exercise 2: Key Roles

»1. Who is Ready Now (or with assistance)?

»2. Ready in 1-2 years?

»3. Ready in 3+ years?

Ready Now(with assistance)

Ready 1-2 yrs Ready 3+ yrs

Position 1

Position 2

Position 3

Key Roles – Talent PipelineWhy is this role so important to your operation?

Who aspires to this role? (has expressed interest)

About the Speaker – Scott PatchinScott has a core belief that the habits leaders practice and the conversations they

have with their people are the keys to their success. He launched his own leadership

development company, The trU Group, in 2009 around the his passion for maximizing

individual growth and eliminating needless pain – moving to and past the tipping

point of success.

He has work experience manufacturing, healthcare, and banking/mortgage

industries. He is an author, blogger, coach, and delivers a hands-on keynote. He

resides in Michigan and has spoken across the Midwest on people-centered leadership

and strategic planning.

Learn more: | LinkedIn | www.thetrugroup.com