Succession Planning

1. Succession Planning Illuminating Your Career Road

2. Agenda • What is Succession Planning • Identifying Key Talent • Competencies • Strength’s Finder • Development Plan • Goals 2X2 • Gantt Chart • Quarterly Reviews • Expectations and due dates

3. What Is Succession Planning? Succession planning is a process for identifying and developing internal people with potential to fill key future business leadership positions in the company

4. Benefits of Succession Planning Programs • It ensures the right talent is selected for key roles • It increases retention and loyalty • It serves as a road map for internal development • It strengthens the company culture and values • It improves the ability to effectively meet organizational needs and goals • It supports best-in-class recruiting and selection practices

5. Key Components of Talent Pool Cycle

6. Key Leadership Roles

7. Core Competencies A core competency is fundamental knowledge, ability, or expertise in a specific subject area or skill set. The core part of the term indicates that the individual has a strong basis from which to gain the additional competence to do a specific job or has strong basis from which to develop

8. Prism Competencies Groups • Leading Change • Leading People • Results Driven • Business Acumen • Building Coalition • Fundamental Competencies

9. Talent Competency Gap Review

10. Strengths Finder Strengthen your natural talents and abilities Complete the online assessment by 1/31/2014 http://strengths.gallup.com/110440/about-strengthsfinder-20.aspx Access code – unique to you

11. Keys to a Successful Development Plan • Include information from the Strengthsfinder and match to the competency evaluation form • Goal setting to match, drive and execute company and personal goals (2X2’s) • Plan is developed by both the employee and the mentor • Identify resources, projects, job transfer duties • Review monthly and quarterly to track progress

12. Key to a Successful Development Plan • The employee is on the driver seat • The mentor assists in identifying resources and activities to support development • Feedback discussions need to happen at least once a month • The development plan is a living document

13. Knowledge Transfer • Special projects • Practice documents • Job aids • Learning games • Job rotations • Mentoring • Best practices • Knowledge audits • On the job training • Off-site training • Taskforce

14. PDP Form

15. Planning and Execution Prioritization Tool 2X2

16. Prioritization Tool 2X2Refresher The I + stories I tell myself • I have too much on my plate • I am totally overwhelmed • I can’t change fast enough to keep up • I feel the harder I work the behinder I get • I am a great multi-tasker – I just have too many tasks • I want to be a productive leader, not a reactive manager – but.. • I end most of my days feeling that I accomplished nothing except putting out fires and babysitting • I don’t feel fulfilled because I can’t ever seem to complete on thing before getting steam rolled by another

17. 2X2 refresher continues …more stories • They have no clue how hard I’m working • Can’t they see that I’m drinking from a fire hose? • They don’t know what I go through everyday • They need to walk a mile in my shoes • If they give me one more freaking project, spreadsheet, website, new policy, new procedure, form or format, report or tool, I’m going to tell them just what a ‘TOOL THEY REALLY ARE!!!!!!!!

18. 2X2Three Secrets of Successful People Paint me a picture of a successful person you know…how did they get there? • Know where you want to go and what you need to do to get there – be a visionary • Carefully prioritize in a value vs. effort metrics – create a values based plan • Execute in a premeditated fashion – make conscious commitments to execute your strategy and make conscious tradeoffs when the winds of change blow in

19. Leadership Good business leaders create a vision, articulate the vision, passionately own the vision, and relentlessly drive it to completion  Jack Welch

20. 2X2A Prioritization and Execution Tool • First you need to know your strategy – what are 10 or so projects that you need to do to reach your goals? • What is the difference between a task and a project? • Portions of a project • Daily “Non-negotiables” – check lists • Force rank projects by • Value • Effort • Know your limits – sometimes you must “ignore or delay” • Think inside the box

21. 2X2Let’s take it step by step • List out the Projects – Projects are: • Take more than two to three days in some cases several weeks to accomplish • Are Multi-purpose in nature • The roadmap to your success • First, what is success? What are your MBO’s both personally and professionally as an Individual Business Unit CEO? • What are the routes you must take (projects to be accomplished) to reach your destination

22. 2X2Tasks Tasks can be: • One time action steps that rolled up together accomplish the desired activities and represent the actions that must be accomplished to complete your project • These must be detailed and put into appropriate timeline to achieve your goals • Action steps that must be completed each day to achieve success and do your job – i.e. non-negotiables • Gannt chart vs. daily, weekly, monthly checklists Either way you MUST document if you want to achieve them!

23. 2X2Force Rank Your Project To Do List Make Two Lists • Highest Value – if I could only do one thing this is what I do • Highest Cost – which project will take the most time and consume the most resources • Which 5 are highest value and lowest cost • Which 5 are highest cost and highest in value • Which 5 are lower cost and lowest value • What 5 are lowest cost and lowest value • What else do I have left?

24. Sample Prioritization Matrix Drive Daily Selectively Invest High Value Work In Delay Ignore Low Effort/Cost Low High 24 24

25. Sample Prioritization Sample

26. 2X2Now I Got It What Do I Do With It • Use it to time block your day, week and month • Drive daily ALWAYS comes first • Selectively Invest must be planned for and time blocked • Work in most be put into your daily checklists to ensure you Multi-Purpose vs. Multi-Task • Ask yourself how can I accomplish these items in conjunction with my Daily Check list of Non-Negotiables to make my life easier and better tomorrow

27. 2X2Commitments and Trade-Offs • Plan to fail or fail to plan – Project Management – How to establish conscious commitments and sick to them • OK but what about those I + and They + statements • How do I use this tool to move into the proactive leadership zone? • If you and your boss know and agree to these projects and prioritization – you can effectively manage conversations and trade off where necesary

28. 2X2Next Steps • Think about it and revise it as necessary • Time block a time with your boss to gain consensus • Time block a time with your leadership team to share your 2X2 so that everyone knows your priorities and can assist you • Once you have your 2X2’s you can cross prioritize and support each other • This is not a tablet sent down from the mount it is a fluid document that changes as you complete goals, accomplish projects or re-prioritize as market conditions change.

29. Lessons in Leadership Using Project Management Tools to Drive Results

30. Gantt Chart A Gantt chart is a type of bar chart that illustrates a project schedule. Gantt charts illustrate the start to finish dates of the terminal elements and summary elements of a project. Terminal element and summary elements comprise the work breakdown structure of the project. Some Gantt charts also show the dependency (i.e., precedence network) relationships between activities. Gantt charts can be used to show current schedule status using percent-complete shadings as vertical “TODAY”

31. Gantt Chart Although now regarded as a common charting technique, Gantt charts were considered revolutionary when they were introduced. In recognition of Henry Gantt’s contributions, the Henry Laurence Gantt Medal is awarded for distinguished achievement in management and in community service. This chart is used also in Information Technology to represent data that has been collected.

32. Gantt Chart Sample

33. Gantt Chart Really Now • Basically a Horizontal Bar Graph Used to track and measure project flow and process completion • Components of Prism Gantt/Project Management tools • Project • Tasks • Owner or leader of the action • Support staff to complete the action or required steps • Start and Completion dates • Estimated resources needed to complete the task (time and potentially dollars) • Completion progress in % to value • Task Status • Desired Outcomes or Results (Qualitative and/or Quantitative) • Comments to bring clarity on progress or results

34. Gantt Chart -Action Plans • Pick a segment or target account • Let’s use – Weekend Sports Teams • Write a SMART Goal (based on budget) • Determine the time Frame (let’s day 30 days) • Brainstorm ideas • Past ideas – new ideas – whiteboard no idea is too hard, too easy, too far fetched (we may not use them all) • These Ideas should be projects – Not tasks we will get to that • Force rank the ideas by potential outcome and by energy consumed

35. Gantt Chart-Action Plans • Pick the top Force Ranked Idea/Project – this should be the item that can produce the greatest results with the least amount of effort • Refer back to your SMART goal and determine what portion of the goal this project may yield for you (quantification of desired results) • Now determine what seven to ten activities (tasks) you will need to accomplish to achieve – if you have more than 7 to 10 tasks – this may not be the highest value / least consuming to tackle first

36. Gantt Chart –Action Plans • List the activities or tasks in chronological order of completion • Determine for each task • Who will own it – Champion • What others will be able to help champion – support team • When will the task start – Start Date • When will the task be completed – End Date • What resources (time or dollars) to complete task • What % complete are we currently • Status of the task • Desired outcomes / Actual outcomes • Comments / bottlenecks/ concerns/ learning’s • Let’s Git ‘Er Done!

37. Champion • Who is in the driver seat • Who owns accountability • Who will report out on progress and make adjustments or reach out for additional resources • Who will keep the support team on task

38. Support Team • Which individuals either insider or outside the organization can help us get this task done? • Who has capacity to have task items delegated to? • Who has specialized talent that can leverage to accomplish this task • Who has the passion to help us achieve our goals

39. Milestone Dates • When will each task start? • When can we reasonably expect the task to be completed by? In many cases this will be the benchmark we use to determine tracking and if we need to make adjustments to our strategies

40. Resources • Time / Talent / Treasure • Time is our most valued commodity in today’s economic environment – and will be the resource that we most heavily rely on • How long – in real hours well need to be devoted to this task • Lesson # 1 – It will always take longer and be harder than anticipated to achieve worthwhile goals

41. Status of Tasks • What % completed are we • Either in time or task completion • What is the status • Purple = Not Yet Started • Green = Tracking and On-going • Yellow=Minor Bottlenecks that will require additional resources to complete – I NEED TO CHECK IN on THIS! • Red= Major Bottlenecks or danger of failure – I NEED TO REVALUATE THIS TAKST/PROJECT with my boss • Blue= Done BABY- Shall we codify?

42. Assessment • What are our desired results at the start? • What results did we actually achieve? • If achieved – should I do it again was it worth the resource allocation to do all over (now that I have it all documented!) • If not achieved – why not • Ill conceived or Ill executed? • Process Problem or People Problem?

43. Comments and Concerns • Document • Key learning’s • Big Wins • Challenges This is your note pad to yourself for the next time that you do this task

44. Gantt Chart Methodology Why • We often fail because we bite off more than we can chew – resource allocation • We need to prioritize our time and talent to get the most out of life • We need to hold off ourselves accountable to achieving what we want to achieve • We need a tool to help us become proactive leaders rather than reactive managers • Let’s not reinvent the wheel • Shift from activity based culture to a results based culture

45. Action Items & Due Dates

46. Thank You Questions and open discussion