Kendall L. Stewart, M.D. February 27, 2005 Discussion Draft

1. SOMC Succession Planning ProcessSome Practical Strategies for Sustaining Our Cultural Commitment to Organizational ExcellenceA Presentation for SOMC Leaders Kendall L. Stewart, M.D. February 27, 2005 Discussion Draft

2. For more than a decade, current SOMC leaders have devoted themselves to creating and sustaining an organizational culture of excellence. We would very much like that culture to continue after we are gone. That is unlikely to occur unless we are continually grooming future SOMC leaders to sustain that culture in the decades that follow. And there is always the dreaded possibility of the unexpected loss of key organizational leaders. A fully-deployed, systematic Succession Planning Process (SUPP) will address both of these concerns. The outline of such a process follows. After mastering the information in this presentation, SOMC leaders will be able to Outline the key steps in the SOMC Succession Planning Process (SUPP), Describe three practical strategies for incorporating this critical process in their everyday professional lives, Explain why these strategies make sense, and Explain exactly how they will accomplish their individual succession planning goals. While this basic process is not as detailed and elaborate as the texts suggest, I hope that I can persuade you that It is doable, It is a step in the right direction, It is important, and that It is worthy of your time and effort. What is the point?

3. Identify emerging leaders. Clarify the goals of the SOMC Succession Planning Process (SUPP). Clarify the expectations for aspiring SOMC leaders. Obtain the aspiring leader’s informed consent. Engage emerging leaders in real work. Specify role tasks. Write a “lessons learned” letter to your successor. Update your succession planning folder annually—as a part of the Strategic Planning Process (STPP) Arrange for regular coaching, mentoring and feedback—from a variety of colleagues. Schedule formal quarterly meetings with aspiring leaders. Supply a bibliography on the SOMC culture. Maintain list of professional development opportunities. Invite these leaders to attend state and national “working” business trips. Encourage their questions, perceptions and concerns. Include these leaders in a robust 360-degree evaluation process. Share your learning “up and down and across.” What are some practical strategies for successfully deploying the SOMC SUPP?

4. Why should you? These young leaders represent our only hope that the current SOMC culture will be sustained beyond our tenure. Young leaders are like budding plants—vulnerable and easily killed off. There are a finite number of natural leaders; we cannot afford to miss even one of them. Above all else, emerging leaders need supportive mentors, people who share their passion that excellence matters. You cannot afford to underestimate the power and influence of negative cynics and malcontents in the workplace. Incubating nascent leaders is a key leadership task. How can you? Identify the positive and effective people in every meeting. Make a point to thank them for being so positive and contributory. Don’t wait for young leaders to volunteer; they know their peers will frown on them for stepping up. Teach them that leaders take heat for two things: Doing the wrong thing, and Doing the right thing. Offer opportunities to lead, but be wary of the excessive need to persuade. Listen to other leaders; they will sometimes see potential in others that you have overlooked. Identify emerging leaders.

5. Why should you? Real leaders will not make the commitment to participate in the SUPP lightly. You will need to make a compelling case. The goals are the most compelling part of the case. Everything else is hard work, and we are all working pretty hard already. It is the sustained conviction that the goals of the succession planning process are worthy that will enable you to persuade your colleagues to join up. What are they? To design and deploy a systematic process to assure That emerging leaders are quickly recognized, encouraged and retained That appropriate leadership development occurs throughout the leader’s career That a rigorous winnowing process is in place that enables SOMC to “field the best possible leadership team” That capable leaders are available to assume key leadership positions at SOMC when they are needed Clarify the goals of the SOMC Succession Planning Process.

6. Why should you? People want to know what is expected of them. It is not possible to obtain informed consent otherwise. It is an opportunity to remind yourself what people are expecting of you. Expectations are the foundations of the SOMC leadership culture; leaders who fail to embrace them dilute the culture. What are they? Be positive. Be passionate—and dispassionate. Be energetic. Be patient—and impatient. Be persuasive. Be effective. Be nice—and forthright. Be realistic—and idealistic. Be engaged—and engaging. Be a person of integrity. Clarify the expectations for aspiring SOMC leaders.

7. Why should you? It is unfair and counterproductive to “sell” people on the value of leadership. It is respectful of the emerging leader’s current obligations and priorities. It acknowledges that the leadership role is not for everyone, and that shift workers make invaluable contributions too. How can you? Ask permission to persuade. Use this presentation as an outline for your discussion. Remind the leader—and yourself—that miserable leaders are too costly. Admit that leadership is not for everyone. But be clear about “The Road Not Taken.” Obtain the aspiring leader’s informed consent.

8. Why should you? This is how most of us learn best. This is the only way to accurately evaluate an emerging leader’s effectiveness. This is the best way to facilitate collegial bonding. This is a wonderful way to create shared history. This approach produces an energizing sense of accomplishment. How can you? Give them some specialized departmental duties (safety champion, educator) Invite them to join a project task force. Give them a project to study and implement. Invite them to join an SVLT sub-team. Invite them on a team trip. Invite them to apply for a formal leadership position. Engage emerging leaders in real work.

9. Why should you? This is how you answer the common query, “What exactly do you do?” For every leader, this is where the rubber meets to road. Tasks speak to the “how?” of the role. This exercise forces leaders to critically assess exactly how they spend their time. Tasks are essential steps in the effectiveness cascade, but they are insufficient by themselves. Leaders are not paid for what they think or do—but what they accomplish. For this reason, tasks often get in the way. How can you? Create a detailed Values-Based Task List Audit your schedule and keep an activity diary for a time. Be as complete as possible. Update this list as needed. The list is only a foundation; your editorial comments about each entry is the value-added component for aspiring leaders. If you are courageous enough, assign a realistic average time/week value to each task. Show this to aspiring leaders; it will only discourage the fainthearted. Specify role tasks.

10. Why should you? This is the letter all of us wish our predecessors had written for us. These letters have the potential to preserve critical intellectual capital about the SOMC culture. Documenting and passing on what you have learned is one of the primary obligations of leadership. This demanding project will force you to reflect deeply and to communicate clearly about the issues that matter most. How can you? Start this letter today. Continue working on it as long as you are still learning in your job. Finalize it just before your leave—if your leaving is planned. Recognize that you are writing a forthright, practical letter to a new leader who is depending on you to show the way. That this takes time, is hard and produces considerable discomfort is a good thing. Write a “lessons learned” letter to your successor.

11. Why should you? In the case of your unexpected loss, this will become the most important folder in your files. Preparing and maintaining such a folder is one of your principal obligations as a leader. By embracing this process fully, you will persuade your colleagues that they should make this a priority too. How can you? Label a red folder today. Let your closest colleagues know where it is. Require your direct reports to do it. Pester your peers to do the same. Include a copy of the documents specified in this process and any other material that would be helpful to your successor. Update your succession planning folder annually—as a part of the strategic planning process (STPP).

12. Why should you? This is how leaders learn what works and what doesn’t. This process gives a variety of SOMC players opportunities to build the kind of strong interpersonal bonds that will enable sustained organizational learning and exceptional performance. SOMC leaders need practice in speaking frankly—and in listening intently. SOMC leaders definitely need to develop tougher skins, and this experience will aid in this weathering process. How can you? Provide these services yourself. Personally recruit 5-8 forthright people in the aspiring leader’s 360-degree “orbit” to give feedback on a regular basis. Focus on actual leadership roles they have assumed. Administer the scheduled feedback process personally to ensure that the aspiring leader receives actionable feedback. Ask the aspiring leader to respond. Document this key development process on their Values-Based Leadership Roles Log in the Red Folder. Arrange for regular coaching, mentoring and feedback—from a variety of colleagues.

13. Why should you? You won’t complete these tasks if you don’t. Scheduled, topical conferences will increase focus and promote shared learning. Such forums offer aspiring leaders to chance to present innovative ideas, challenge the status quo and question the conventional wisdom. These discussions will help to hold current leaders accountable. What items might be on the agenda? Current issues Innovative ideas Questions and answers Current priorities Upcoming challenges Current opportunities Barriers to success Dealing with difficult people Balancing one’s professional and personal lives And so on Schedule formal quarterly meetings with aspiring leaders.

14. Supply a bibliography on the SOMC culture. • The Executive Staff, “Rules of Engagement,” SOMCPress White Paper, 2001 • SOMC Standards of Behavior, 2005 • “On Being Successful at SOMC,” SOMCPress White Paper, 1999 • Katzenbach, Jon R., and Smith, Douglas, K., The Wisdom of Teams, HarperBusness, 2003 • Collins, Jim, Good to Great: Why Some Companies Make the Leap. . . And Others Don’t, HarperBusiness, 2001 • Goleman, Daniel M., Working with Emotional Intelligence, Bantam, 2000 • Stewart, Kendall L., et. al., A Portable Mentor for Organizational Leaders, SOMCPress, 2003 • The Organizational Excellence Leadership Team, The Baldrige Application, 2005

15. Why should you? You are the expert on what has been helpful for you. You also know what has been a waste of your time. While aspiring leaders may not entirely agree with your assessment, they will certainly want to benefit from you experience. We all have varying learning styles and preferences, and you must offer a variety of options to suit your aspiring colleagues’ needs. How can you? List all the SOMC leaders who might be helpful mentors or instructors. List SOMC sources for learning. List the state and national resources and describe their pros and cons. Take aspiring leaders to some of these out-of-town educational offerings to build relationships and to learn more about their preferred learning styles. Maintain a list of professional development opportunities.

16. Why should you? These trips have become the lynchpins of the SOMC leadership development culture. Participant reviews are overwhelmingly positive. Year after year, these trips produce innovative ideas and foundational thinking that fuel SOMC organizational excellence. These intense business trips create shared history and promote collegial bonding. They are also a great deal of fun. How can you? Participate in such business trips yourself whenever possible. Recognize that productive business meal agendas don’t just materialize out of thin air. Design trip projects that participants can complete in the time allotted. Focus on tasks—such as guided brainstorming and SWOT analysis—that participants can engage in without prior preparation. Send each participant a copy of the completed project along with a note of your appreciation. If the group is fortunate enough to have some free time, group social activities are also wonderful investments. Invite these leaders to attend state and national “working” business trips.

17. Why should you? If leaders don’t feel free to openly share their concerns, they will remain cautious, reactive leaders. We already have enough of those. The best leaders set agendas instead of reacting to others’ agendas. These leaders set agendas by asking and answering the obvious questions that no one else sees—or takes the time to pose and answer. How can you? Schedule brainstorming question sessions during business meals. Invite them to call or email you with rumors or clarifying questions. Encourage them to ask “why?” Remind them at every opportunity that asking the hard questions is the leader’s primary obligation to the organization. Keep them informed about your current issues so they will have an opportunity to react. Encourage their perceptions, questions and concerns.

18. Why should you? It is our obligation to field the best possible leaders. All leaders are not created equal; the Bell Curve still rules. Only by rigorous testing and evaluation can you choose the best of the best. The point of evaluation is not to make leaders better people; the point is to make them more successful. How can you? Propose it. Recruit participants. Manage the process yourself. Interview people instead of sending out questionnaires. Go over the results with the aspiring leader in person. Confront failure directly; every leader will experience a lot of it. Write everything down. Include these leaders in a robust 360-degree evaluation process.

19. Why should you? Every leader is looking for practical learning strategies that work. Informal sharing is the most efficient way to teach and learn in the workplace. Most organizations, including ours, produce deafening background “noise” that interferes with learning. But we must find effective ways to learn and to teach. How can you? Document strategies that work. Send informative emails to interested colleagues. Tell instructive stories. Discuss your succession planning experiences with your colleagues at every level of the organization. Use role play as a learning tool. Conduct a post-event evaluation of leadership crises and document your reflections. Share your learning “up and down and across.”

20. What are the next steps? • Suggest improvements in this initial approach. • Embrace the process. • Label and populate a red folder with the information specified in this process—including a copy of this presentation. • Recruit two or more candidates to prepare for your job. • Obtain informed consent. • Select leaders who can and will make a 5-10 year commitment if they get your job. • Follow the process and meet with the aspiring leaders quarterly • Conduct annual 360-degree evaluations and discuss the results. • Evaluate the effectiveness of the process. • Participate in improving the process over time.

21. Your Updated Values-Based Task List and explanatory comments “Lessons Learned” letter to your successor “Radar Screen” Job description Copy of this presentation Selection of other documents you believe your successor would find helpful during the transition Their Values-Based Leadership Roles Logs including Significant projects Their performance on each project 360-degree evaluations by involved colleagues during or following each project Their reactions to these evaluations List of FAQs (and your answers) about this leadership role Bibliography of “The SOMC Culture.” What needs to be included in the red folder?

22. Where can you learn more? • Rothwell, William J., Effective Succession Planning: Ensuring Leadership Continuity and Building Talent from Within, 2nd Edition, American Management Association, 2000 • Wolfe, Rebecca Luhn, Systematic Succession Planning: Building Leadership from Within (Crisp Fifty-Minute Series), Crisp Publications, 1996 • Berger, Lance A. and Berger, Dorothy R., The Talent Management Handbook: Creating Organizational Excellence by Identifying, Developing and Promoting Your Best People, McGraw-Hill, 2003 • Byham, William C et. al, Grow Your Own Leaders: How to Identify, Develop and Retain Leadership Talent, Financial Times Prentice Hall, 2002 • Charan, Ram, “Ending the CEO Succession Crisis,” Harvard Business Review, February 2005

23. What questions remain? www.somc.org Southern Ohio Medical Center SafetyQualityServiceRelationshipsPerformance 