Succession Planning in the Victim/Survivor Services Field

Succession Planning in the Victim/Survivor Services Field ROUNDTABLE DISCUSSION FACILITATED BY: Anne Seymour National Crime Victim Advocate Washington, DC 2014 VOCA National Training Conference

Roundtable Objectives • Explore issues that may facilitate or inhibit successful transitions • Identify strategies for state administrators to prepare and guide agencies as they experience succession planning and the resulting changes 2014 VOCA National Training Conference

Succession Planning Defined The process to identity and develop potential future leaders or senior managers, as well as individuals to fill other positions critical to an organization, either in the short- or the long-term. 2014 VOCA National Training Conference

Or……in Brief • “Build our bench strength” • “Create a pipeline of leaders” 2014 VOCA National Training Conference

Succession Planning Should: • Link to organization’s strategic vision, mission and goals • Refrain from building around individuals • Address leadership development for ALL staff 2014 VOCA National Training Conference

Benefits of Succession PlanningDISCUSSION • Support continuity of services • Continuing supply of qualified, motivated people (or system for identifying them) • Alignment between an organization’s strategic vision and human resources • Commitment to employee career paths, personal development and advancement • OTHERS? 2014 VOCA National Training Conference

In the victim services field, what are some of the CHALLENGESto successful succession planning? 2014 VOCA National Training Conference

Three Ways of Thinking about Succession Planning • Emergency succession • Departure-defined succession planning • Strategic leader development (focus on shared leadership) 2014 VOCA National Training Conference

Strategic Leader Development • Train and mentor existing staff • Recruit new staff • OR both • INVOLVEMENT OF: • Executive Director • Staff managers/leaders • Board of Directors • Other stakeholders who can provide guidance 2014 VOCA National Training Conference

Basic Steps… • Develop a strategic vision or plan with long-term, measurable goals • Identify leadership competencies needed to get there • “Skills sets” and skills-building plans • Professional development plan (internal) • Recruitment plan (external) 2014 VOCA National Training Conference

Succession Readiness Checklist Please refer to participant handout 2014 VOCA National Training Conference

Leadership Self-Reflection(please see participant handout) • My ongoing effectiveness • Personal barriers to leaving • Organizational barriers to leaving 2014 VOCA National Training Conference

excerpted from Leigh Branham’s book, The 7 Hidden Reasons Employees Leavewww.keepingthepeople.comSeven Hidden Reasons Why Employees Leave • The Job or Workforce was Not as Expected • The Mismatch Between Job and Person • Too Little Coaching and Feedback • Too Few Growth and Advancement Opportunities • Feeling Devalued and Unrecognized • Stress from Overwork and Work-Life Imbalance • Loss of Trust and Confidence in Senior Leaders SUCCESSION PLANNING SHOULD SEEK TO MITIGATE THESE FACTORS

Current Case Study, 2014 • Founder planning to leave in two years • Succession planning developed: • ED position description (please see handout) • Short- and long-term funding strategy • HUGE focus on Board development • Program development/priorities THERE WERE A FEW SURPRISES…. 2014 VOCA National Training Conference

2006 National SurveyWhat Do LEADERSin Our Field Need? 2014 VOCA National Training Conference

Courage of convictions Knowledge, skills and compassion and a willingness to share these skills Ability to inspire others Patience Integrity Honesty Empathy Ability to observe and listen Strong ethical standards Strong management skills Organize, delegate and provide structure Leaders in Our Field Need:

“It takes the heart of a fighter, and a passion for the work. It takes knowledge, dedication and the ability to think on your feet, coupled with the desire and ability to work with others.”

A Leader in Our Field….. • Remembers “why” we are here. • “Not about personal status or gain, but a genuine desire to make a difference.” • Is willing to “take risks, speak up, not be afraid, not “hog opportunities,” and be consistent in philosophy and attitude. • Is open to new and different ideas. • Recognizes that “It is important to have the big picture in mind, and not the small pieces.”

A Leader in Our Field….. • Is a “continual student” (EBPs are critical!) • Has a true sense of social justice. • Understands and can navigate the various systems that involve victims and survivors. • “Speaks truth honestly and don’t cover it up with a mask for some kind. You can do that without being angry or rude.” • Knows that he or she is good – you can “acknowledge the things that you are good at, and act upon those strengths.” • Has the ability to take charge.

“Effective leadership and succession mean that policies and practices are integrated into a structure of any organization, and are not dependent upon the skill or personality of one individual.”

Helpful Resources • Building Leaderful Organizations: Succession Planning for Nonprofits Annie E. Casey Foundation https://folio.iupui.edu/handle/10244/140 • Nonprofit Executive Succession Planning Toolkit, Federal Reserve Bank http://www.kc.frb.org/publicat/community/Nonprofit-Executive-Succession-Planning-Toolkit.pdf • Sustaining Great Leadership: Succession Planning for Nonprofits, First Nonprofit http://www.firstnonprofit.org/wp-content/uploads/2014/04/Sustaining-Great-Leadership.pdf • Succession Planning. HR Council of Canada http://hrcouncil.ca/hr-toolkit/planning-succession.cfm • Twelve Ways to Get a New Executive Director Off on the Right Foot, Blue Avocado http://www.blueavocado.org/content/twelve-ways-get-new-executive-director-right-foot 2014 VOCA National Training Conference

For More Information….. Anne Seymour annesey@atlantech.net 2014 VOCA National Training Conference

Succession Planning in the Victim/Survivor Services Field