Leadership Succession Planning
CONSIDERATIONS AND
RECOMMENDATIONS
Northeast Institute for Quality
Community Action : CAA
Leadership Succession Planning
GOALS AND TAKEAWAYS
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PREPAING TO PLAN: CONSIDERATIONS
“To fail to prepare is to prepare to
fail.”
(John Wooden, UCLA Hall of Fame Basketball
Coach)
PREPARING TO PLAN
What is Executive Succession Planning?
“
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*
*Federal Reserve Bank of Kansas City,
Nonprofit
Executive Succession Planning Toolkit
PREPARING TO PLAN
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PREPARING TO PLAN
Contingencies to be Considered:
Short term
, planned or unplanned service
interruptions
. (3 months or less)
Longer term
, planned or unplanned service
interruptions.
(more than 3 months)
Permanent transitions.
(planned or unplanned)
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What might be some issues or questions
which need to be considered in drafting and
implementing an agency leadership
Succession Plan?
PREPARING TO PLAN
Potential Issues – Questions.
*
Board Ambivalence
*
Executive Ambivalence
*
Staff Concerns
PREPARING TO PLAN
TOPICS (CHANGE/LOSS) MAY BE
UNCOMFORTABLE FOR LEADERS.
*
Board Ambivalence
(Other Priorities; Denial,
Concerns Reg. Message to ED and Other Key
Stakeholders.
*
Executive Ambivalence
(Threat, Lame Duck,
Mixed Message to Staff and Stakeholders)
*
Staff Anxiety.
PREPARING TO PLAN
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PREPARING TO PLAN
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ARE YOU PREPARED TO PLAN (CONT)?
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PREPARING A PLAN
ROLES & RESPONSIBILITIES
:
*
BOARD:
Initiator – Decision-Maker - Communicator – Advisor
*EXECUTIVE:
Advisor – Plan Manager/Committee Support –
Information Resource – Communicator.
PREPARING TO PLAN: CONSIDERATIONS.
Decide if Outside Assistance (Consultant, or
Advisor) is needed.
Assign Responsibility for Plan Development:
*
Appoint a Special Ad Hoc Planning
Committee or,
*
Assign to an Existing Committee
(e.g.,
Executive, Governance, Personnel, etc).
Determine the Role of Executive/CEO in the
Planning Process.
PREPARING A PLAN
T
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PREPARING TO PLAN
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EMERGENCY-SHORT TERM
INTERRUPTION UP TO 3 MONTHS
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:
* Executive Committee
* Appointment of Acting (Internal
Designee) or Interim Director
(External Professional).
(3 months continued)
Communication Protocol Continued:
* Board of Directors.
* Senior Managers – Staff.
* Key Stakeholders (Funders, etc).
Up to 3 months continued
Review/Confirm in Writing the
Acting or
Interim Director’s
Authority, Responsibilities,
Accountability, Support, and Compensation.
Review/Confirm Any Adjustment of
Senior
Manager – Board Officer
(e.g., Treasurer)
Roles and Responsibilities During Period of
Service Interruption.
LONG TERM INTERRUPTION
+3 MONTHS
Notification Same as Short Term
Level #1 Communication-Action Protocol
to Activate Plan:
*
Executive Committee Meeting
.
*
Decision
: Hire Interim Executive (External)
or Confirm Appointment of Acting Director
(Internal) for Duration of Absence.
*
Confirm Short/Long Term Responsibilities
of
Acting Director.
*
Draft Contract for Interim ED
(if needed), ID
Responsibilities for Search/Screening/Hire.
Long Term Interruption Plan
Level # 2. Communication
Protocol:
*Board of Directors.
*Managers – Staff
*Key Stakeholders.
Review/Confirm Acting/Interim ED’s Authority
,
Responsibilities, Supervision and Support.
Review/Confirm
Adjustment of Senior Manager –
Board Officer Roles and Responsibilities
for
Duration of Interruption.
Review/Confirm
Compensation
Eligibility/Adjustments
for Executive and any Other
Personnel not Addressed via a Contractual Agreement.
PERMANENT LEADERSHIP TRANSITION
Unplanned:
*
Follow Protocol for Emergency Leadership
Interruption with the following Additional Executive
Committee Responsibilities:
*
Decision to Recruit/Employ an Interim ED
Appoint an Acting Director.
*
Appointment of an Executive
Search Committee.
*Decision to employ Search Consultant.
*Communicate with Key Stakeholders.
* Initiate Planned Succession Transition Protocol.
PERMANENT LEADERSHIP TRANSITION
PLANNED TRANSITION (e.g., Retirement):
1.
Notification of Board Chairman (6-12 months).
2.
Notification of Stakeholders (Board, Staff, Funders)
3.
Appointment of Search Committee with
Specification of Responsibility, Timetable,
Support/Resources
(e.g., Staff, Budget, etc).
PERMANENT LEADERSHIP TRANSITION
PLANNED (CONT.):
4.
Committee Review of: Job Description, Strategic
Plan/Mission and Vision Statements, Org. Chart.
5.
Committee Organizational Assessment/Scan:
*Selected Board Members
*Selected Staff
*Selected Funders/Supporters
*Selected Community Leaders.
PERMANENT LEADERSHIP TRANSITION
PLANNED (CONT.):
6.
Finalize Job Description – Qualifications –
Critical Skills/Experience – Compensation.
7.
Initiate Search – Screening- Selection Process.
8.
Negotiate Employment Terms and Conditions.
9.
Hiring Recommendation – Board Action.
10.
Announcement of Hiring to Internal/External
Audiences.
11.
New ED Board Orientation – 30, 45, 90 Day Updates.
WRAPPING UP
Succession Planning = An Investment in
Organizational Leadership Continuity/Talent Mgt.
Preparation:
*Acknowledgement of Need- Commitment.
*Decision on Scope – Assignment of Roles and
Responsibilities.
*Communicate – Anticipate/Address Possible
Stakeholder Issues/Concerns
*Collect Essential Information/Documents.
WRAPPING UP
TAKE ACTION: PREPARE AND ADOPT AN
AGENCY PLAN
*
Scenarios: 1. Short-Term/Emergency Service
Interruption; 2. Long-Term Service Interruption
and, 3. Permanent Transition.
*Within Each Scenario ID:
.Roles, Responsibilities and Resources Required.
.Action Steps – Timetables.
*Board Plan Adoption – Implementation.
Resources
www.kc.frb.org/
Federal Reserve Bank of Kansas City.
Nonprofit-Executive-
Succession-Planning-Toolkit.
“Inclusive executive
succession planning toolkit with strategies, guidelines and
templates…”
http://www.aecf.org
click on Publications, keyword:
succession planning.
Casey Foundation.
Staying Engaged, Stepping Up.
“How Boards can Prepare for and Manage Transitions and
create Sustainable Leadership”
Casey Foundation.
Building Leaderful Organizations.
Framework for Succession Planning Activities.
Leadership succession planning is essential for organizational stability and continuity. This resource provides insights on critical factors, essential components, and resources for successful succession planning. Explore the rationale behind succession planning and prepare for various contingencies to ensure smooth transitions in leadership. Address potential issues and questions that may arise during the drafting and implementation of a succession plan.
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Presentation Transcript
Northeast Institute for Quality Community Action : CAA Leadership Succession Planning CONSIDERATIONS AND RECOMMENDATIONS
GOALS AND TAKEAWAYS Define and ID Rationale for Succession Planning Identify Critical Factors to consider when drafting a Succession Plan Identify Essential Components of a successful Succession Plan. Identify Resources for Planning support and assistance.
PREPAING TO PLAN: CONSIDERATIONS To fail to prepare is to prepare to fail. (John Wooden, UCLA Hall of Fame Basketball Coach)
PREPARING TO PLAN What is Executive Succession Planning? A Structured Process to Ensure Organizational Leadership Continuity in Key Positions and Retain and Develop Critical Knowledge Capital and Strategic Relationships for the Future. * *Federal Reserve Bank of Kansas City, Nonprofit Executive Succession Planning Toolkit
PREPARING TO PLAN Why Plan ???? Proactive vs. Reactive Response to Inevitable Change or Possible Emergency. Ensure Orderly Key Agency Leadership Stability and Continuity During Periods of Transition or Service Interruption. Avoid Potential Disruption Associated with Confusion, or Anxiety of Key Internal/External Stakeholders. ID/Promote Development of Internal Leadership.
PREPARING TO PLAN Contingencies to be Considered: Short term, planned or unplanned service interruptions. (3 months or less) Longer term, planned or unplanned service interruptions. (more than 3 months) Permanent transitions. (planned or unplanned)
PREPARING TO PLAN What might be some issues or questions which need to be considered in drafting and implementing an agency leadership Succession Plan?
PREPARING TO PLAN Potential Issues Questions. * Board Ambivalence * Executive Ambivalence * Staff Concerns
PREPARING TO PLAN TOPICS (CHANGE/LOSS) MAY BE UNCOMFORTABLE FOR LEADERS. * Board Ambivalence (Other Priorities; Denial, Concerns Reg. Message to ED and Other Key Stakeholders. * Executive Ambivalence (Threat, Lame Duck, Mixed Message to Staff and Stakeholders) * Staff Anxiety.
PREPARING TO PLAN Building a Foundation for Planning: Board Chair Discussion with Ex. Committee Leadership and ED. Full Board Discussion/Action. Key Stakeholder Communication (as appropriate).
PREPARING TO PLAN ARE YOU PREPARED TO PLAN? Board / Mgt. Commitment? Updated Strategic Plan informed by external and internal needs assessments? Current ED/CEO Job Description?
ARE YOU PREPARED TO PLAN (CONT)? Updated List of ED/CEO Essential Leadership/Management Responsibilities (daily weekly monthly other). Updated Org. Chart Key Senior Staff Job Descriptions-Reporting Relationships. Key Documents List/Location Key Stakeholder Listing.
PREPARING A PLAN ROLES & RESPONSIBILITIES: *BOARD: Initiator Decision-Maker - Communicator Advisor *EXECUTIVE: Advisor Plan Manager/Committee Support Information Resource Communicator.
PREPARING TO PLAN: CONSIDERATIONS. Decide if Outside Assistance (Consultant, or Advisor) is needed. Assign Responsibility for Plan Development: *Appoint a Special Ad Hoc Planning Committee or, *Assign to an Existing Committee (e.g., Executive, Governance, Personnel, etc). Determine the Role of Executive/CEO in the Planning Process.
PREPARING A PLAN TO DO S: DEFINE SCOPE (e.g., Executive Only; Executive + Selected Senior Managers; etc. ESTABLISH TIMETABLE DEV. WORKPLAN. ASSIGN-ALLOCATE RESPONSIBILITIES AND RESOURCES (People, Funds, etc). COMMUNICATE.
PREPARING TO PLAN Types of Plans: Emergency Short Term Leadership Service Interruption ( Up to 3 Months e.g., Illness/ Injury, Personal Matter, etc). Extended Leadership Service Interruption (+ 3 Months (e.g., Illness, Military, Education, etc). Planned/Unplanned Permanent Leadership Transition . e.g., Retirement, Resignation.
EMERGENCY-SHORT TERM INTERRUPTION UP TO 3 MONTHS Develop a Notification Protocol (e.g., Bd. Chairman) Communication Protocol to Activate Plan: * Executive Committee * Appointment of Acting (Internal Designee) or Interim Director (External Professional).
(3 months continued) Communication Protocol Continued: * Board of Directors. * Senior Managers Staff. * Key Stakeholders (Funders, etc).
Up to 3 months continued Review/Confirm in Writing the Acting or Interim Director s Authority, Responsibilities, Accountability, Support, and Compensation. Review/Confirm Any Adjustment of Senior Manager Board Officer (e.g., Treasurer) Roles and Responsibilities During Period of Service Interruption.
LONG TERM INTERRUPTION +3 MONTHS Notification Same as Short Term Level #1 Communication-Action Protocol to Activate Plan: *Executive Committee Meeting. *Decision: Hire Interim Executive (External) or Confirm Appointment of Acting Director (Internal) for Duration of Absence. *Confirm Short/Long Term Responsibilities of Acting Director. *Draft Contract for Interim ED (if needed), ID Responsibilities for Search/Screening/Hire.
Long Term Interruption Plan Level # 2. Communication Protocol: *Board of Directors. *Managers Staff *Key Stakeholders. Review/Confirm Acting/Interim ED s Authority, Responsibilities, Supervision and Support. Review/Confirm Adjustment of Senior Manager Board Officer Roles and Responsibilities for Duration of Interruption. Review/Confirm Compensation Eligibility/Adjustments for Executive and any Other Personnel not Addressed via a Contractual Agreement.
PERMANENT LEADERSHIP TRANSITION Unplanned: *Follow Protocol for Emergency Leadership Interruption with the following Additional Executive Committee Responsibilities: *Decision to Recruit/Employ an Interim ED Appoint an Acting Director. * Appointment of an Executive Search Committee. *Decision to employ Search Consultant. *Communicate with Key Stakeholders. * Initiate Planned Succession Transition Protocol.
PERMANENT LEADERSHIP TRANSITION PLANNED TRANSITION (e.g., Retirement): 1.Notification of Board Chairman (6-12 months). 2.Notification of Stakeholders (Board, Staff, Funders) 3. Appointment of Search Committee with Specification of Responsibility, Timetable, Support/Resources (e.g., Staff, Budget, etc).
PERMANENT LEADERSHIP TRANSITION PLANNED (CONT.): 4. Committee Review of: Job Description, Strategic Plan/Mission and Vision Statements, Org. Chart. 5. Committee Organizational Assessment/Scan: *Selected Board Members *Selected Staff *Selected Funders/Supporters *Selected Community Leaders.
PERMANENT LEADERSHIP TRANSITION PLANNED (CONT.): 6. Finalize Job Description Qualifications Critical Skills/Experience Compensation. 7. Initiate Search Screening- Selection Process. 8. Negotiate Employment Terms and Conditions. 9. Hiring Recommendation Board Action. 10. Announcement of Hiring to Internal/External Audiences. 11. New ED Board Orientation 30, 45, 90 Day Updates.
WRAPPING UP Succession Planning = An Investment in Organizational Leadership Continuity/Talent Mgt. Preparation: *Acknowledgement of Need- Commitment. *Decision on Scope Assignment of Roles and Responsibilities. *Communicate Anticipate/Address Possible Stakeholder Issues/Concerns *Collect Essential Information/Documents.
WRAPPING UP TAKE ACTION: PREPARE AND ADOPT AN AGENCY PLAN * Scenarios: 1. Short-Term/Emergency Service Interruption; 2. Long-Term Service Interruption and, 3. Permanent Transition. *Within Each Scenario ID: .Roles, Responsibilities and Resources Required. .Action Steps Timetables. *Board Plan Adoption Implementation.
Resources www.kc.frb.org/ Federal Reserve Bank of Kansas City. Nonprofit-Executive- Succession-Planning-Toolkit. Inclusive executive succession planning toolkit with strategies, guidelines and templates http://www.aecf.org click on Publications, keyword: succession planning. Casey Foundation. Staying Engaged, Stepping Up. How Boards can Prepare for and Manage Transitions and create Sustainable Leadership Casey Foundation. Building Leaderful Organizations. Framework for Succession Planning Activities.
