Organizational Leadership Readiness Program
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1. To be the most effective way for organizations to be future-ready and people ready so they can achieve key goals and successfully respond to disruptions and challenges.
2. To facilitate the creation of agile growth leaders capable of leading in disruptive times.
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The Right People in the Right Role at the Right Time doing the Right Stuff
What are your Assumptions on Succession Planning
and Talent Readiness?
One of the things we often miss in succession planning is that it should be gradual and thoughtful, with lots of sharing of information and knowledge and perspective, so that it's almost a non-event when it happens.
Anne Mulcahy, Chairwoman/CEO of Xerox and Save The Children.
Succession planning often results in the selection of a weaker representation of yourself.
Peter Drucker
Man approaches the unattainable truth through a succession of errors.
Aldous Huxley
Every light has its shadow, and every shadow hath a succeeding morning.
Nicolaus Copernicus
ACHIEVING TALENT READINESS:
SUCCESSION PLANNING:
Key Benefit
Aligning business goals and the growth of the organization with the identification and development of talent and capabilities greatly improves effectiveness and goal achievement.
Roadblocks to the Clarity Required to Achieve Organizational Leadership Readiness
Dealing with Bias and both Messy and Incomplete Information
Several research studies have shown 60 to 70% of organizations do not do much of anything effective in being people-ready for the future. Many of them cite poor information or lack of ability to forecast the future - this last item is exactly the reason it is so beneficial.
Besides not doing much, the key barrier to success is using subjective judgment only, with little preparation or thought and setting up a process where the best advocate wins.
THE FOUNDATION OF READINESS
A concise authentic high-level set of answers to these three questions for the organization:
Do you know where you are at?
Do you know where you are going?
Do you have a good idea of how you are going to get “there”?
A Baseline Situation
Analysis is Required
Create an Accurate SWOTT-D
Build on the Foundation by Focusing the How
The HOW connects the Who
to the What and Why
Conduct a forward-looking people review focusing on each core process (high-level).
A Foundational Step
Facilitated Process to Connect to the Ideal "TO BE" WHO and WHAT (Structure)
Next, to ideally set up the Decision-Making process, Ask and Answer....
As-IS
KEY ROLES
Skills
Capabilities
Tendencies
Key Behaviors …
TO BE/FUTURE
Skills
Capabilities
Tendencies
Key Behaviors …
Talent/Role Success Profile for each Core Role
With the Right Tools and Process, Now You Can Achieve
Talent Readiness…
Identify key successor candidates for all critical/strategic positions (now & future)
For assessing POTENTIAL and providing some "check and balance" on PERFORMANCE ratings, use Behavioral Causal Factor Assessment relating specific job performance research (along with your judgments) for better decisions
For assessing PERFORMANCE, it is important to minimize bias by reducing need for subjective memory/ storytelling by creating an index of factors from a variety of sources
Identify QUALIFICATION (suitability, eligibility, aspiration) GAPS to be filled through development or through talent acquisition
The Balanced Talent Card
Enables the replacement of the ineffective 9 box process done by most organizations. By putting up the key elements of eligibility, suitability/EI, Aspirations and Past Performance, you can facilitate a more effective, less biased decision making process.
