Succession Planning by zZmg1nt


Link Kathryn Towe Littleton
Oakland County Chapter
What is it?

  Succession planning ensures that there
   are highly qualified members in all
   positions, not just today, but tomorrow,
   next year, and five years from now.
  Succession planning focuses on getting
   the right people in the right roles at all
   levels of the organization.
What is it?

  Succession planning brings the peace of
   mind that the Chapter should have,
   based on the understanding and
   expectations of its future leadership.
Bottom Line

  Succession Planning is strategic.
  Tactile and deliberate involving a clear
   understanding of how Chapter needs to
   change in lockstep with strategies.
  Designed to groom future leaders to
   meet the need.
  Succession Planning is both an Art and a
Succession Planning
   Better retention
   Valuable training goals
   Increased preparation for leadership
   Greater member satisfaction
   Enhanced commitment to work of the
  Improved Chapter image
Succession Planning
  Establishes a process that recruits
  Develops member skills and abilities.
  Prepares members for leadership and
   members are ready for new leadership
   roles as the need arises.
  When someone leaves, a current
   member is ready to step up to the plate.
Succession Planning
  Develops a diverse membership, by enabling
   decision makers to look at the future make-up
   of the organization as a whole.
  A continuous stream of members who are
   constantly reviewing, questioning and refining
   procedures and processes, helping to improve
   the quality inside the Chapter, as well as
   improving the programs.
Succession Planning
  Understanding the organization's long-
   term goals and objectives
  Identifying the members’ developmental
  Determining member trends and
Succession Planning
  Succession planning typically targeted
   only key leadership positions. It is
   important to include membership
  Developing a communication strategy
  Identifying expected vacancies
  Determine critical positions
Succession Planning
  Identifying current and future competencies for
  Developing a member recruitment strategy
  Identifying gaps in current membership and
   candidate competency levels
  Developing Individual Member Development
  Correctly identifying members’ competencies
Succession Planning
  Developing and implementing coaching
   and mentoring programs
  Assisting with leadership transition and
  Develop an evaluation plan for
   succession management
Executive Board
  Identify key positions
  Establish criteria for each key position
  Evaluate potential succession planning
  Promote/seek to develop diverse
   succession candidate pools where
Executive Board
  Monitor developmental progress of succession
   planning candidates
  Review and revise candidate development
   plans as necessary to ensure that all
   developmental needs are addressed
  Ensure that at least two succession planning
   candidates exist for each identified position or
   that appropriate action has been initiated to
   identify acceptable candidates
Types of Development
  Role-based programs focus on key positions
   that are difficult to fill or critical to Chapter.

  Individual-based programs focus on
   particular people with potential for

  Pool-based programs focus on a number of
   high-potential members who could move into
   any of several different leadership positions
   within the organization.
Preparing for Succession
  What is the long-term direction of your
  Do you have an effective strategic plan
   guiding your course and direction?
  What are the key areas which require
   continuity and development of the people
   resources within your Chapter?
Preparing for Succession
  Who are the key members you want to
   develop and nurture for the future?
  How does the concept of succession
   planning fit into your Chapter’s
  Are you concentrating your efforts in the
   areas where Chapter will make the
   greatest community impact?
Preparing for Succession
  What are the leadership paths that your
   most talented members should be
  Is each path customized to fit the abilities
   and talents of the members involved?

  Lack of a formal written plan for each key
   member or position.
  A rigid, inflexible plan NOT tailored to the
   needs and abilities of the members involved.
  Too long a wait for real movement potentially
   resulting in the best members resigning due to
   apparent inertia in the system.

  Too superficial an approach, with the
   corresponding lack of real understanding
   of the procedures, processes and
   requirements of each area the member is
   exposed to during the process.
  Selection of unqualified or unmotivated
   members for inclusion in the succession
   plan. Quality of the individuals selected is
   paramount to the success of the process.
How long does it take?

  Realistically, succession planning is
   never finished.
  On a regular basis, Chapters must look
   at their needs and resources to
   determine where they need to have
   successors in place.
  Succession must be planned years in
   advance of expected needs.
How long does it take?

  To properly train a successor, the
   Chapter needs sufficient time to expose
   the members to the full spectrum of
   opportunities within the Chapter, as well
   as any desired or required outside
   education/experience expected.
How long does it take?

  Additional factors, such as past
   experience and current knowledge that
   individual members bring to the process,
   will also affect the succession time frame.
Tools Needed

    Succession Plan Forms
    Leadership Development Plans
    Leadership Path Templates
    Succession Planning Guidelines
    Member Profile
    Evaluation Forms
Planning for Succession:
Letting Go is Difficult
  Perpetuating the Legacy is
   about Passing the Torch

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