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CEO SUCCESSION PLANNING & COMPETENCY MODELING: ENSURING LEADERSHIP AT THE TOP Camico Mutual Insurance Company Consulting Psychologist & Executive Coach: Dr . Maynard Brusman
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CEO SUCCESSION PLANNING & COMPETENCY MODELING: ENSURING LEADERSHIP AT THE TOP
Camico Mutual Insurance CompanyConsulting Psychologist & Executive Coach: Dr . Maynard Brusman
Leadership Competency and Behavioral Description Example o Leadership
Creates, communicates and reinforces a shared vision for areas of responsibility; drives the organization toward success by example and action; provides focus, resources and direction to the organization at all times, including during emergencies. Creates an environment that fosters creativity, innovation, productivity and customer focus. Earns respect and confidence of employees as well as internal/external customers. Puts welfare of the company ahead of own personal gain. Acts in accordance with the organization’s ethical principles. Is aware of obstacles, problems or issues facing, as well as achievements of, his/her group and effectively communicates these to senior management. Acts as an advocate for the needs of his/her team within the company.
Succession PlanningDefinition
o Any effort designed to ensure the continued effective performance of an organization, division, department, or work group by making provisions for the development and replacement of key people for key positions and work activities over time.
Succession Planning
oSimple replacement planning. A process that indicates possible internal replacements for critical positions.
oDevelopmental succession planning.oTalent pool planning.oBest practice organizations link succession
planning with business strategy.
Reasons for Succession ManagementoBusiness strategy can be implemented only
if appropriately skilled and experienced leadership is in place.
oDecisions about filling positions are more accurate when candidates are internal.
oEffective succession management systems operate as both talent-growth and talent-retention mechanisms.
oConstant organizational change.
BUSINESS STRATEGYo Optimize processes with prospects, policyholders,
agents and vendors.o Improve risk selection and pricing.o Build knowledge resources and related
communications mechanisms.o Increase effectiveness of sales distribution channels.o Identify and develop enhanced products and services.o Develop and implement actions to create a talented.
energetic and committed group of employees.o Develop and implement plans for more targeted
marketing and communication.
VISION
o We are: CAMICO is the leading national provider of professional liability insurance and related products and services. We are integral to CPAs in public practice and to the profession.
MISSION
o We are a policyholder owned and directed company that provides CPA’s with insurance and business risk services that address their evolving needs.
Culture Statement
TEAM VALUESq Integrityq Creativityq Opennessq Teamworkq Expertiseq Encouragement
How Are Competencies Used in Succession PlanningoLink and align the organization’s core
competencies (strategic strengths) to job competencies.
oDefine high potentialsoClarify present and future competencies.oCreate multi-rater assessments tailored to
corporate culture.
Competency Models: The Benchmarks for Succession
o The best systems incorporate assessments of the individual’s leadership capabilities, adherence to the organization’s values, and capacity for development and learning in addition to performance outcomes.
Define What You Want
oJob Challenges/Preparatory experiences (what one has done).oOrganizational knowledge (what one
knows).oBehaviorally defined competencies
(what one is capable of).oExecutive derailers and other persona
attributes (who one is).
ALIGN BEHAVIOR with ORGANIZATIONAL STRATEGY AND VALUES
o Competency models translate general messages about strategic direction and culture change into specific specific behaviors desired for individual performance.
Well-Defined CompetenciesoMaintains customer trust – Listens and
responds with empathy to customer issues or ideas; acknowledges customer contributions to discussion in a manner that maintains esteem.
oCustomer Orientation – cultivating strategic customer relationships and ensuring that the customer perspective is the driving force behind all value-added business activities.
oDefinition is thorough and specific and describes key actions (behaviors) a person would exhibit when effectively displaying this competency.
How Many Competencies Are Needed?
o 10-18
Competency Domains
o Interpersonal Skillso Leadership skillso Business/Management Skillso Personal Attributes
Linking Human Resource Systems Through Competencies
o Selectiono Performance Managemento Training/Developmento Succession Planningo Organizational Alignmento Coaching
COMPETENCY-BASED SUCCESSION PLANNING SYSTEM
oA list of the positions under consideration.oAgreement among decision makers about
what is required for success in each position.
oA list of who’s ready now and why.oA list of who will be ready soon,
developmental needs, and actions to close gaps.
COMPETENCY MODELSoGroups of individual competencies are
organized into competency models.o Identify the essential skills, knowledge, and
personal characteristics needed for successful performance in a job.
oDemonstrate that the behaviors and skills you identify and develop are proven predictors of success.
o Identify the traits of top performers.
OBJECTIVES OF COMPETENCY SYSTEMS
oLinks interviews, appraisal, coaching, training, and compensation to vision, mission, values, and culture.oPlan for skills needed to grow
organization.oCommunicate valued behaviors.oClarify the focus of leadership.
OBJECTIVES OF COMPETENCY SYSTEMS
o Focus on customer-oriented behaviors.
o Close skill gaps.o Identify selection criteria for
interviews.o Develop a 360- degree feedback
system.o Plan for succession.o Orient manages to corporate strategy
and culture.
COMPETENCY DEFINITION
oA cluster of related knowledge, skills, and attitudes that affects a major part of one’s job.oCorrelates with performance on the
job. oCan be measured against standardoCan be improved via training and
development.
War for Executive Talent
o High failure rate of CEO’s in recent years.
Basketball Example:
Shooting is a valid competency
oThe object of basketball is to score points by shooting baskets.
oThe related skills in knowing when to shoot, where to shoot, and how to shoot are critical to success in scoring.
oShooting has well-accepted standards of success. The goal is to make at least 50 percent of field goals, 80 percent of free throws, and 35 percent of three-point attempts.
oShooting skills can be improved by extensive practice and play.
FOCUS ON BEHAVIORoWhat skills, knowledge, and characteristics
are required to do the job?oWhat behaviors have the most direct impact
on performance and success on the job?o In selection systems, a competency model
ensures that all interviewers are looking for the same set of abilities and characteristics.
oFor succession planning, competency models ensure that decision makers focus on characteristics relevant to success.
MULTI-RATER 360-DEGREE FEEDBACK
oFocus on the behaviors necessary to perform the job effectively.
oCompetency models helps ensure that feedback relates specifically to the competencies crucial to success.
oFeedback provides a method of assessing a candidate’s current competencies.
COMPETENCY MODEL PROJECT
o Determine objectives and scope of project
o Clarify implementation goals and standards.
o Create an action plan.o What does successful performance on
the job look like? Interview high performers.
COMPETENCY MODEL TEAM
o CEOo Human Resources Directoro Consulting Psychologist and Executive
Coach
DEVELOPING A COMPETENCY MODEL
o Determine data collection methodology.
o Conduct interviews.o Perform job analysis/observations.o Analyze data and develop interim
competency model.
BEHAVIORAL LANGUAGE
oThe best way to word competencies is with behavioral language that describes the things you can see or hear being done.oBehavioral language is very concrete.oA behavior is an action that you can
observe, describe, and verify.
THE PURPOSE OF COMPETENCIES
q Performanceq Culture changeq Training and developmentq Recruitment and selectionq Business objectives/competitivenessq Career/succession planning
THE PURPOSE OF COMPETENCIES
o Skills analysiso Flexibilityo Clarity of roleo Integrating HR strategy
The 12 Most Common Competencies
o Communicationo Achievemento Customer focuso Teamworko Leadershipo Planning and organizing
The 12 Most Common Competencies
o Commercial/business awarenesso Flexibility/adaptabilityo Developing otherso Problem solvingo Analytical thinkingo Building relationships
Begin with the End in Mind
o Vision exerciseo Board members take their five year
objectives and identify which behaviors CEO will need to demonstrate to achieve them.
Why Executives Fail
oDecline in business performance.o Insensitive, cold, aloof.oBetrayed success.oOver-managing.oPoor at choosing staff.oOverly ambitious.
Center for Creative Leadership
CEO SUCCESS
o Track recordo Technical or business competenceo Outgoing, charmingo Loyalty to managemento Willingness to lead
FINALIZING AND VALIDATING COMPETENCY MODELS
o Conduct surveys to test model.o Analyze survey data and refine
model.o Validate the model to determine the
correlation of the competencies with those of top performers.
o Finalize the model.
ALIGN BEHAVIOR with ORGANIZATIONAL STRATEGY AND VALUES
o Competency models translate general messages about strategic direction and culture change into specific specific behaviors desired for individual performance.
Competency Models: The Benchmarks for Succession
o The best systems incorporate assessments of the individual’s leadership capabilities, adherence to the organization’s values, and capacity for development and learning in addition to performance outcomes.
How Are Competencies Used in Succession PlanningoLink and align the organization’s core
competencies (strategic strengths) to job competencies.
oDefine high potentialsoClarify present and future competencies.oCreate multi-rater assessments tailored to
corporate culture.
Define What You Want
oJob Challenges/Preparatory experiences (what one has done).oOrganizational knowledge (what one
knows).oBehaviorally defined competencies
(what one is capable of).oExecutive derailers and other persona
attributes (who one is).
Well-Defined CompetenciesoCustomer Orientation – cultivating strategic
customer relationships and ensuring that the customer perspective is the driving force behind all value-added business activities.
oMaintains customer trust – Listens and responds with empathy to customer issues or ideas; acknowledges customer contributions to discussion in a manner that maintains esteem.
oDefinition is thorough and specific and describes key actions (behaviors) a person would exhibit when effectively displaying this competency.
How Many Competencies Are Needed?
o 10-18
Competency Domains
o Interpersonal Skillso Leadership skillso Business/Management Skillso Personal Attributes
Visioning Exercise
o Characterize the organization’s specific future challenges and opportunities.
o Describe the kind of CEO the organization will need to solve problems, overcome barriers, take advantage of opportunities, and manage change.
Linking Human Resource Systems Through Competencies
o Selectiono Performance Managemento Training/Developmento Succession Planningo Organizational Alignmento Coaching
COMPETENCY-BASED SUCCESSION PLANNING SYSTEM
oA list of the positions under consideration.oAgreement among decision makers about
what is required for success in each position.
oA list of who’s ready now and why.oA list of who will be ready soon,
developmental needs, and actions to close gaps.
COMPETENCY MODELSoGroups of individual competencies are
organized into competency models.o Identify the essential skills, knowledge, and
personal characteristics needed for successful performance in a job.
oDemonstrate that the behaviors and skills you identify and develop are proven predictors of success.
o Identify the traits of top performers.
OBJECTIVES OF COMPETENCY SYSTEMS
oLinks interviews, appraisal, coaching, training, and compensation to vision, mission, values, and culture.oPlan for skills needed to grow
organization.oCommunicate valued behaviors.oClarify the focus of leadership.
OBJECTIVES OF COMPETENCY SYSTEMS
o Focus on customer-oriented behaviors.
o Close skill gaps.o Identify selection criteria for
interviews.o Develop a 360- degree feedback
system.o Plan for succession.o Orient manages to corporate strategy
and culture.
COMPETENCY DEFINITION
oA cluster of related knowledge, skills, and attitudes that affects a major part of one’s job.oCorrelates with performance on the
job. oCan be measured against standardoCan be improved via training and
development.
War for Executive Talent
o High failure rate of CEO’s in recent years.
Basketball Example:Shooting is a valid competency
oThe object of basketball is to score points by shooting baskets.
oThe related skills in knowing when to shoot, where to shoot, and how to shoot are critical to success in scoring.
oShooting has well-accepted standards of success. The goal is to make at least 50 percent of field goals, 80 percent of free throws, and 35 percent of three-point attempts.
oShooting skills can be improved by extensive practice and play.
FOCUS ON BEHAVIORoWhat skills, knowledge, and characteristics
are required to do the job?oWhat behaviors have the most direct impact
on performance and success on the job?o In selection systems, a competency model
ensures that all interviewers are looking for the same set of abilities and characteristics.
oFor succession planning, competency models ensure that decision makers focus on characteristics relevant to success.
MULTI-RATER 360-DEGREE FEEDBACK
oFocus on the behaviors necessary to perform the job effectively.
oCompetency models helps ensure that feedback relates specifically to the competencies crucial to success.
oFeedback provides a method of assessing a candidate’s current competencies.
COMPETENCY MODEL PROJECT
o Determine objectives and scope of project
o Clarify implementation goals and standards.
o Create an action plan.o What does successful performance on
the job look like? Interview high performers.
COMPETENCY MODEL TEAM
o CEOo Human Resources Directoro Consulting Psychologist and Executive
Coach
DEVELOPING A COMPETENCY MODEL
o Determine data collection methodology.
o Conduct interviews.o Perform job analysis/observations.o Analyze data and develop interim
competency model.
BEHAVIORAL LANGUAGE
oThe best way to word competencies is with behavioral language that describes the things you can see or hear being done.oBehavioral language is very concrete.oA behavior is an action that you can
observe, describe, and verify.
THE PURPOSE OF COMPETENCIES
Performanceq Culture changeq Training and developmentq Recruitment and selectionq Business objectives/competitivenessq Career/succession planning
THE PURPOSE OF COMPETENCIES
o Skills analysiso Flexibilityo Clarity of roleo Integrating HR strategy
The 12 Most Common Competencies
o Communicationo Achievemento Customer focuso Teamworko Leadershipo Planning and organizing
The 12 Most Common Competencies
o Commercial/business awarenesso Flexibility/adaptabilityo Developing otherso Problem solvingo Analytical thinkingo Building relationships
Begin with the End in Mind
o Vision exerciseo Board members take their five year
objectives and identify which behaviors CEO will need to demonstrate to achieve them.
Why Executives Fail
oDecline in business performance.o Insensitive, cold, aloof.oBetrayed success.oOver-managing.oPoor at choosing staff.oOverly ambitious.
Center for Creative Leadership
CEO SUCCESS
o Track recordo Technical or business competenceo Outgoing, charmingo Loyalty to managemento Willingness to lead
FINALIZING AND VALIDATING COMPETENCY MODELS
o Conduct surveys to test model.o Analyze survey data and refine
model.o Validate the model to determine the
correlation of the competencies with those of top performers.
o Finalize the model.
EMOTIONAL INTELLIGENCE & LEADERSHIP
o Recent research ranks emotional intelligence competencies as more important to leadership success than traditional attributes.
Top Five Leadership Competencies
o Visiono Strategic Thinkingo Relationship Buildingo Executiono People Development
Emotional Intelligence is the ability to…
o recognize our own feelings and those of others, motivate ourselves, and manage emotions well in ourselves and in our interpersonal relationships.
EI vs. IQ
o Ei is the vision to create the future.
o EI is a skill. Skills can be learned.o Employees in an emotionally
intelligent company empowered to contribute fully.
o Emotionally intelligent organization creates innovative products & services, and exceptional customer loyalty.
EI key to success in the business world
o EI is the ability to bring people together and motivate them.
o EI is the trust to build productive relationships.
o EI is the resilience to perform under pressure.
o EI is the courage to make decisions.o EI is the strength to persevere
through adversity.
RESEARCHo Up to 90% of the difference between
outstanding and average leaders is linked to emotional intelligence. EI is twice as important as IQ and technical expertise combined, and is four times as important in overall success.
o Research by the Center for Creative Leadership found the primary cause of derailment in executives involves deficits in emotional competence.1. Change 2. Teamwork 3. Interpersonal Relations
Visioning Exercise
o Characterize the organization’s specific future challenges and opportunities.
o Describe the kind of CEO the organization will need to solve problems, overcome barriers, take advantage of opportunities, and manage change.
Action Learning & Planning
o Dialogue on how you envision the requisite leadership qualities of the President/CEO position of CAMICO essential to world-class performance now and in the future. Include how these characteristics are aligned with the organizations strategy, mission, vision, and values.
CEO Succession Management & Competency Modeling Team
o Team memberso Processo Input mechanisms
Dr . Maynard BrusmanConsulting Psychologist & Executive Coach
Working Resources P .O. Box 471525 San Francisco, California 94147 Tel: 415-546-1252E-mail: [email protected] Site: http://www.workingresources.comSubscribe to Working Resources Newsletter:http://www.workingresources.comVisit Maynard's Blog:http://www.workingresourcesblog.com
