succession planning in the victim/survivor services field roundtable discussion facilitated by: anne...
TRANSCRIPT
Succession Planning in the Victim/Survivor Services Field
ROUNDTABLE DISCUSSION FACILITATED BY:
Anne SeymourNational Crime Victim Advocate
Washington, DC
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Roundtable Objectives Explore issues that may facilitate or
inhibit successful transitions Identify strategies for state
administrators to prepare and guide agencies as they experience succession planning and the resulting changes
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Succession Planning Defined
The process to identity and develop potential future leaders or senior managers, as well as individuals to fill other positions critical to an organization, either in the short- or the long-term.
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Or……in Brief “Build our bench strength”
“Create a pipeline of leaders”
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Succession Planning Should: Link to organization’s strategic
vision, mission and goals Refrain from building around
individuals Address leadership development
for ALL staff
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Benefits of Succession PlanningDISCUSSION Support continuity of services Continuing supply of qualified, motivated
people (or system for identifying them) Alignment between an organization’s
strategic vision and human resources Commitment to employee career paths,
personal development and advancement OTHERS?
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In the victim services field, what are some of the
CHALLENGES to successful succession
planning?
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Three Ways of Thinking about Succession Planning
1. Emergency succession2. Departure-defined succession
planning3. Strategic leader development
(focus on shared leadership)
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Strategic Leader Development Train and mentor existing staff Recruit new staff OR both INVOLVEMENT OF:
Executive Director Staff managers/leaders Board of Directors Other stakeholders who can provide
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Basic Steps… Develop a strategic vision or plan
with long-term, measurable goals Identify leadership competencies
needed to get there “Skills sets” and skills-building plans Professional development plan
(internal) Recruitment plan (external)
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Succession Readiness Checklist
Please refer to participant handout
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Leadership Self-Reflection(please see participant handout)
My ongoing effectiveness Personal barriers to leaving Organizational barriers to leaving
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excerpted from Leigh Branham’s book, The 7 Hidden Reasons Employees Leavewww.keepingthepeople.com
Seven Hidden Reasons Why Employees Leave
The Job or Workforce was Not as Expected The Mismatch Between Job and Person Too Little Coaching and Feedback Too Few Growth and Advancement
Opportunities Feeling Devalued and Unrecognized Stress from Overwork and Work-Life Imbalance Loss of Trust and Confidence in Senior Leaders
SUCCESSION PLANNING SHOULD SEEK TO MITIGATE THESE FACTORS
Current Case Study, 2014 Founder planning to leave in two years Succession planning developed:
ED position description (please see handout)
Short- and long-term funding strategy HUGE focus on Board development Program development/priorities
THERE WERE A FEW SURPRISES….
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2006 National SurveyWhat Do LEADERS
in Our Field Need?
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Leaders in Our Field Need: Courage of
convictions Knowledge, skills
and compassion and a willingness to share these skills
Ability to inspire others
Patience Integrity
Honesty Empathy Ability to observe
and listen Strong ethical
standards Strong management
skills Organize, delegate
and provide structure
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“It takes the heart of a fighter, and a passion for the work. It takes knowledge, dedication and the ability to think on your feet, coupled with the desire and ability to work with others.”
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A Leader in Our Field….. Remembers “why” we are here. “Not about personal status or gain, but a
genuine desire to make a difference.” Is willing to “take risks, speak up, not be
afraid, not “hog opportunities,” and be consistent in philosophy and attitude.
Is open to new and different ideas. Recognizes that “It is important to have the
big picture in mind, and not the small pieces.”
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A Leader in Our Field….. Is a “continual student” (EBPs are critical!) Has a true sense of social justice. Understands and can navigate the various
systems that involve victims and survivors. “Speaks truth honestly and don’t cover it up with
a mask for some kind. You can do that without being angry or rude.”
Knows that he or she is good – you can “acknowledge the things that you are good at, and act upon those strengths.”
Has the ability to take charge.
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“Effective leadership and succession mean that policies and practices are integrated into a structure of any organization, and are not dependent upon the skill or personality of one individual.”
Helpful Resources Building Leaderful Organizations: Succession Planning for Nonprofits
Annie E. Casey Foundation https://folio.iupui.edu/handle/10244/140 Nonprofit Executive Succession Planning Toolkit, Federal Reserve Bank
http://www.kc.frb.org/publicat/community/Nonprofit-Executive-Succession-Planning-Toolkit.pdf
Sustaining Great Leadership: Succession Planning for Nonprofits, First
Nonprofithttp://www.firstnonprofit.org/wp-content/uploads/2014/04/Sustaining-Great-Leadership.pdf
Succession Planning. HR Council of Canadahttp://hrcouncil.ca/hr-toolkit/planning-succession.cfm
Twelve Ways to Get a New Executive Director Off on the Right Foot, Blue Avocadohttp://www.blueavocado.org/content/twelve-ways-get-new-executive-director-right-
foot
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