1. Succession Planning Joe Zublena Associate Director and Director County Operations NC State Univ.

2. Alternatives to Succession Planning zReevaluate need for position. Is it needed? zCan responsibilities be redistributed to a team or other parts of the organization? zCan responsibilities be outsourced? zCombined approaches?

3. Passing the Torch

4. Why is Succession Planning Important?

6. “The Time to repair the roof is when the sun is shining” – John F. Kennedy

7. What is Succession Planning? zA deliberate and systematic effort by an organization to ensure leadership continuity in key positions and to encourage individual advancement

8. Ensuring that you have the right people in the right places at the right times

9. How?

10. Designing A Plan Basics What do we need? What do we have? How do we get there ?

11. What do you need? zManagers /Administrators with defined and predictable outcomes. zTraditional Leaders zAdaptive and Opportunistic Leaders zOther

12. What do you have? z Administrative Commitment z Is it a part of the Organizational Strategic Plan z Current Staff capabilities z Training to prepare future candidates

13. How do you get there? zAdministrative Commitment yCritical for success xEmphasize importance of development and opportunity for advancement xCommunicates a positive future and forward vision xCommits existing and/or new resources xSets the climate for leaders to develop, thrive and grow

14. Is it a part of the Organizational Strategic Plan? zIf it’s not why not? yWritten plans and commitments have much greater success rates yCommunicate clear expectations and value yLeaving the future to chance by hoping qualified candidate can be found is not a sustainable strategy

15. Current Staff capabilities z75 % of all management positions in Us are filled internally zWhy? yKnow organization’s history, philosophies, personalities, skills needed for success and weaknesses zWeaknesses yTend to reinforce current culture yNot all good people make good organizational leaders

16. Current Staff capabilities zWhat is your current “bench- strength”? yAbility to fill within xready to assume duties of position with 80% mastery and some progress toward remaining

17. Training to prepare future candidates (Closing the Gap) zWhat are the key work skills needed for the future? zWhat skills do current training's emphasize? Is this adequate for future leaders? zIs there a comprehensive training curriculum? zHow are an individual’s proficiency of these skills assessed?

18. Program development What components should be included? y Cognitive – knowledge y Psychomotor – skills y Affective – attitudes, feelings, emotions y Behavior – job behavior y Program scope, activities and intended results y Program fit with org. strategic plan y Measurable and observable outcomes y Learners responsibilities and time commitments

19. 7 Core Competencies zKnowledge of the Organization zTechnical Expertise (Administration) zProgramming zProfessionalism zCommunications zHuman Relations zLeadership

20. zWhat is the current ruler for measurement? y Can it be used to predict future needs and expectations? xIf not how would you modify it?

21. Assessment of Proficiency zCritical for successful development yFormal xdocumentation reduces liability shows strengths show areas to improve yInformal xcoaching

22. Employees Want to Know zTell me what you want me to do zTell me how well I have done it zHelp me improve my performance zReward me for doing well

23. 6 – Dimensions zCounty Program Management zLeadership zCommunications zAdministrative Management zProgramming and Customer Service

24. Individual’s Commitment zDesire to learn zCommitment to high achievement zAccept responsibility for personal development

25. Organization’s Commitment zCommitment to provide relevant training opportunities

26. Alternatives to Traditional Training zCoaching zCross-functional job rotation zCommittee assignments zSpecial tasks zJob shadowing zinterim assignments

27. End Result A Cadre of Adaptive Leaders