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Who Is Watching Your Talent?

Who Is Watching Your Talent?. Leadership Talent Assessment & Succession Planning. Is this important?. Do business leaders and boards value a formal succession planning process? Yes

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Who Is Watching Your Talent?

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  1. Who Is Watching Your Talent? Leadership Talent Assessment & Succession Planning

  2. Is this important? • Do business leaders and boards value a formal succession planning process? • Yes • In a recent survey of over 1,500 business leaders, how many are actually using an active leadership succession plan process? • The answer is surprising……14%

  3. Why Not????

  4. Who is Doing it Right? • This is a world wide enterprise • Employs over 400,000 people • Net sales of $24 billion last year • Current CEO grew up in Davenport, Iowa • You probably like their fries • McDonalds

  5. The proof…. • In April, 2004, McDonalds CEO James Cantalupo died of a sudden heart attack. • Within 24 hours, Charles Bell was named as the successor CEO.

  6. Tragedy Strike Again! • In January, 2005, Mr. Bell passed away after a brief battle with cancer. • Within 24 hours, James Skinner is named as the successor CEO and continues in this role today. • McDonalds unexpectantly loses two CEO’s in the period of 9 months and has successors in place in both cases within 24 hours.

  7. The Question… How would you rate the succession planning readiness in your organization? • Senior leaders • Directors • Managers • Other key talent

  8. Who’s Job is it??? • Boards for CEO and top executive level positions • CEO for executive level direct reports (director level positions) • Senior leaders for director level direct reports (manager level positions) • Directors for manager level direct reports (supervisor level positions) • Managers for staff level positions

  9. Trinity’s Approach • Grow our own leaders – identify, keep and develop talent • Build and sustain effective leadership culture • Avoid leadership gaps • Promote leadership team accountability for people decisions

  10. High Level Process • Senior Leadership team meets for an entire day every 6 months: • Judge current potential (all directors and managers) • Assess fit for role • Agree on action plans for future leader development • Identify and plan for succession

  11. Tools We Use… • Keep it simple • Level III profile • Judgment of Current Potential Tool • Gearing Tool • MOR discussions

  12. Readiness for Role… Assessment criteria: • Skill, knowledge & experience • Information processing capacity • Value Commitment • Temperament

  13. Leadership Levels • Complete gearing exercise: • Assess the leadership level people are functioning at • By leadership level 1 - 6 • High • Middle • Low • Helps clarify who is ready now to function at the next level

  14. The Leadership Pipeline… • Who is planning to leave and when? • Who is struggling in current role? • What is your leadership age profile? • What are the key positions we must have a successor identified for? • Do we have the internal talent potential needed for specific roles?

  15. Keys for Getting It Right….…. • Must have 100% level of support of CEO and senior leaders….must think about this every day • Must be viewed as a team responsibility • Requires honest and candid assessments, input and discussion • No process is perfect….. • Learn from mistakes • Must strive to improve process • Energizing for director and manager level leaders

  16. Q & A

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