Strategic Succession Planning

We have developed a scale (based on cognitive and personality factors) that predicts how likely an individual is to grow into leadership. Those that score highly, are much more likely to grow at a rapid rate, and can accelerate through developmental challenges as compared to those who score lower. We often will look at their development potential, in conjunction with their current performance to determine the best plan for growth and development.  

We have a proprietary way of assessing an individual’s similarity to high performing leaders, alongside their likelihood for ongoing development (DI PI). We use these indices to plot talent on a 9-block.  We can look at talent through a talent grid which allows an organization to easily spot individual and collective areas of strength or weakness.  Finally, we often help to develop individual “people plans” for all potential successor for critical roles. 

We stay connected to industry best practices of course, but it all starts from our point of view that Succession is not a plan, but a process. It is ongoing and needs to be nurtured in order to be effective. Our processes support this – ongoing updates to people plans (mapping strengths, development needs, timeframes with critical experiences, internal sponsors, and other developmental activities).

Alignment is key for a holistic approach. For example, when looking at a talent grid, you may discover that there is a common opportunity across leadership to champion change more effectively. We can then provide organizational training and resources to support that need. Additionally, we typically do integrate the individual development plans to the organizations PMP process so that efforts and goals are aligned. 

Collaboration is vital for successful implementation; again, “open system” philosophy. 

Again, succession isn’t a single event in time. It is an ongoing practice. When we are getting started with a new client, we first identify the critical roles that have clear succession gaps or needs. Then we assess the individuals of interest (either with TBA or more comprehensive assessment depending on level and role), then we map their individual results with the readiness timeframes. If no candidates are ready soon enough, we facilitate the discussion of ‘buying or building’ the successors – which we can help with as well. Everyone who gets assessed, gets a corresponding development report and plan. The question of pace comes down to how significant the needs for succession are. We can move as quickly as the organization needs in nearly all cases. 

We do this in a few of ways. 1) Development plans and ongoing coaching for key successor candidates for critical roles to get them ‘ready’. 2) we can reassess as leaders graduate from level to level to ensure readiness for the next jump. 3) we often facilitate talent planning meetings on an annual or biannual basis – updating people plans, assessments as needed, etc.