Succession Management DIY TOOLKIT Talent Review Advance Materials

Succession Management DIY TOOLKIT

Talent Review: Advance Materials Key Concepts, How to Prepare, Homework Worksheets 2 © 2016 2

Scope of Talent Review Participants • • • CEO’s direct reports Dir. Of Talent Which staff are reviewed? • • Part A – 9 Box CEO’s direct reports present all staff members that they manage Part B – Succession Charts CEO’s direct reports create a list of successors within 2 moves from inside or outside of the organization as well as from inside or outside of that leader’s chain of command. Where, When, How Long? • • Where When now 3 © 2016 3

Talent Reviews = Key Succession Management Activity 9 -box of performance and potential Succession Charts of Key Roles Talent Review Outputs of Structured Process • Links business plans with staff capabilities • Judges the strength of the leadership pipeline • Identifies higher potential staff and plans to accelerate their development • Performance/role based assessment • Names potential successors to key roles or exposes if insufficient replacements are available • Identifies critical gaps in capacity and develops plans to address them 4 © 2016 4

Why do Talent Reviews? A catalyst for robust dialogue • It’s not about the grid – it’s about the discussion. Managers, in general, are often inexperienced in assessing talent, and are hesitant to discuss other manager’s employees, or hear feedback about their own staff. This tool helps provide a structured way to have those conversations in a professional, productive way. It facilitates shared ownership & teamwork • We all, as a leadership team, are collectively responsible for building a stronger organization. • We need to be candid, listen to each other, and help develop each other’s employees. Helps calibrate criteria and expectations • If you don’t have clear, consistent, definitions of performance and potential going into a talent review, you will by the time you are done. It’s more accurate than one person’s opinion • The accuracy of assessing performance and potential improves with multiple data points. Managers can have blind spots with their own employees, and are unaware of how they are perceived by others. These discussions can help shine a light on superstars and poor performers. A diagnostic tool for development • A talent review uncovers both individual and organizational strengths and weaknesses. The grid serves as a needs assessment for development actions that need to be taken. 5 © 2016 5

9 -Box of Performance & Potential Overview of 9 -box, How to Assess Performance, How to Assess Potential 6 © 2016 6

9 -Box Overview of Performance & Potential Performance Low to High Hi-Professional Super Star High Performance Low Potential High Performance Medium Potential High Performance High Potential Solid Professional Key Player Future Star Medium Performance Low Potential Medium Performance Medium Potential Medium Performance High Potential Under Performer Inconsistent Player Rough Diamond Low Performance. Low Potential New Hire or New to Position Current Star Low Performance Medium Potential Low Performance High Potential Low to High 7 © 2016 7

Step 1: Assess Performance ① Start with an initial ranking of all your direct reports • • Rank your team members from highest performing to lowest performing Don’t dwell on this, do it quickly. It’s just a place to start. ② Consider individual performance over the last year • Against their stated business goals and desired competency profile • Against their responsibilities as a manager and developer of others (if applicable) • As a leader in the organization (if applicable) ③ Think about the performance trend (increasing, declining, constant) for last 2 years as a tie-breaker if needed ④ Place each name in your draft 9 -Box (Low, Moderate, High) Note: Bring to the meeting any key material that supports your assessment 8 © 2016 8

Distinguishing Levels of Performance MEDIUM LOW Meeting expectations of someone fully competent in the role. Solid and reliable performer. HIGH Exceeding expectations of someone fully competent in the role. Delightful. Great results with little supervision. Not yet meeting expectations of someone fully competent in the role. PERFORMANCE 9 © 2016 9

Step 2: Assess Potential ① Start with an initial ranking of all your team members • • Rank your team members from highest potential to lowest potential Don’t dwell on this, do it quickly. It’s just a place to start. ② Consider 3 indicators - Agility, promotability & track record of success ③ Make a draft placement on the 9 -Box (Low, Moderate, High) Note: Bring to the meeting any key material that supports your assessment 10 © 2016 10

Distinguishing Levels of Potential MEDIUM LOW Has the ability to do more. I. e. , could additional responsibility in current role or take on new role. HIGH Could be promoted to new role. Has ability to manage and lead other staff, function, even the organization This person will likely focus on developing mastery of their current job or leave the field. POTENTIAL 11 © 2016 11

Questions to Assess Staff Potential Agility Promotability Track Record • Do they learn quickly (not instantly), are they an agile thinker, do they ask insightful questions? • Do they learn from their mistakes, are they open to feedback? This is not someone who simply takes feedback well, but takes it and integrates it into their work. • Does the employee welcome opportunities for learning and development? • How high is their emotional intelligence? • Could this employee perform at a higher level, in a different position or take on increased responsibilities within the next year? In the next 2 -3 years? (Consider this person’s ability only, not whethere is a position available. ) • Does the employee demonstrate long-term interest in our mission and work? • Is there a flexibility and motivation to move into a job that might be different than what currently exists? • Have they demonstrated a record of success? • Is this employee adaptable and resilient in the face of change? • Are they aligned with our values & competencies? • Do they comfortably interact with people at all levels of the organization? • Are they authentic, do they have integrity, are they respected? • Do people follow them willingly or do they lead by fear or demand? 12 © 2016 12

Sample Successor Chart: VP of Talent NOTE: List names any potential successors from diverse backgrounds or who are women in RED Incumbent Ready Now 1 Job/Experience Away Tulani – VP of Talent (Row 1 - From inside our organization) • Staffer W • Staffer X • Staffer Y • Staffer Z (Row 2 - From outside: alumni staff, volunteers, BOD, partners. . . ) • Alumni staffer M 2 Jobs/Experiences Away • Alumni staffer N • Alumni staffer O • Chair of talent committee Top Potential Successors Strengths Gaps/Concerns Development Actions Staffer W ready now with little if any development needed if she can be diplomatic and a little less direct as the situation calls for it. Tulani finds out if W’s abruptness is common with others too. If so, then give W the feedback. Tulani shares with W that she is seen as a potential successor. Chair of Talent Committee Etc. comment on gaps here development planning here (what and by who). Staffer X Etc. Staffer Y Etc. 13 © 2016 13

Sample: Successor Charts Rolled Up Wow, Carolina & Simone need some organizational love! Position Incumbent From current Job/ ready now 1 job/experience away 2 jobs/experiences away ED Sandy Stephanie Erin Carolina Pillar Director Luis Liz Simone Pillar Director Alison Carolina Sarah Erin Simone Sharlene Debbie Simone Debbie From outside Chief of Staff Pillar Director Steven CFO COO 14 © 2016 14

Homework: Preparing for Talent Review 1. Complete Heat Map and 9 -Box placement for each of your direct reports 2. Complete a successor chart for your role 3. Participants submit homework for Talent Review by 8/15 NOTE: Plan 45 -60 minutes to do this. It may be more if you have a lot of direct reports. 15 © 2016 15

Homework #1: Create a 9 -Box of Performance & Potential Purpose: To visually display your team members’ performance and potential. ① For each of your direct reports, evaluate his/her performance and potential. ② Based on your assessments of performance and potential, enter each of your team members in the appropriate square on the 9 -box chart. • If you have multiple names in the same box, list them in alphabetical order. • Do not try to rank order or place them in a relative relationship with one another. ③ For new hires with whom you do not have sufficient experience to evaluate performance and potential, enter their names in the blue box in the bottom left hand corner of the chart. 16 © 2016 16

? Hi-Professional Current Star Super Star Solid Professional Key Player Future Star Under Performer Inconsistent Player Rough Diamond LOWER PERFORMANCE HIGHER WORKSHEET 9 -Box (or use a scrap of paper, no need to be pretty) LOWER POTENTIAL HIGHER 17 © 2016 17

Homework #2: Make a Successor Chart Who is READY NOW for this role? Who is 1 JOB/EXPERIENCE AWAY from being ready? • The names here answer the classic question, “What would we do if you were run over by a bus? ” • These staff need to experience one other role to be considered or perhaps need experiences which allow them to develop and demonstrate certain competencies. Who is 2 JOBS/EXPERIENCES AWAY from being ready? Who externally is an option for this role (former staff, board members, volunteers or partners)? • You get it now. Place these names in the final column. • Place names of outside people in the 2 nd row Finally, turn the names of staff from diverse backgrounds red. 18 © 2016 18

WORKSHEET Successor Chart NOTE: Highlight names any potential successors from diverse backgrounds or who are women Incumbent Your name here Ready Now 1 Job/Experience Away 2 Jobs/Experiences Away Row 1 - From inside our organization Row 2 - From outside (alumni staff, volunteers, BOD, partners. . . ) Top Potential Successors Strengths Gaps/Concerns Development Actions 19 © 2016 19

Materials for Actual Talent Review 20 © 2016 20

Part 1: Completing a 9 -Box of Performance & Potential 21 © 2016 21

When Presenting Your Staff, Focus on Performance Sounds like this. . . But, not this. . . I saw this when. . . He’s a good guy. This is evident by. . . I’m not sure she fits in. Here’s why. . . She’s got good energy. (In sum: data, facts or a little story) I like working with him. 22 © 2016 22

? Hi-Professional Current Star Super Star Solid Professional Key Player Future Star Under Performer Inconsistent Player Rough Diamond LOWER PERFORMANCE HIGHER Complete a 9 -Box of Performance & Potential LOWER POTENTIAL HIGHER 23 © 2016 23

Part 2: Succession Management 24 © 2016 24

Share Successor Charts NOTE: Highlight names any potential successors from diverse backgrounds or who are women Incumbent Your name here Ready Now 1 Job/Experience Away 2 Jobs/Experiences Away (Row 1 - From inside our organization) (Row 2 - From outside: alumni staff, volunteers, BOD, partners. . . ) Top Potential Successors Strengths Gaps/Concerns Development Actions 25 © 2016 25

Now What? 26 © 2016 26

Utilizing Talent Review Output Based on where employees are in the 9 -box and where they appear (or not) on Successor Charts, YOU have a perspective about their future organizational opportunities. Your perspective is valuable. It may or may not be consistent with the employee’s own aspirations or assessment of future prospects. That’s okay. 27 © 2016 27

High Moderate Low Performance Assessment Sample Themes of Development Strategies Too new to assess Stretch or Promote Retain Strong appreciation and ongoing informal feedback. Develop in place. Provide opportunities, build on what they do best. Give opportunity to coach and develop others in area of expertise. Quickly prioritize for highprofile leadership opportunities (launching something new, leading a turnaround or overhaul). Provide opportunities for wide exposure. Shadow senior leaders in skill gap areas. Manage or Move Develop Assess root cause of low performance: motivation, environment, knowledge, skill? Consider moving to another type of role. Performance improvement plan. If other options exhausted/not viable, transition out of organization Low Lots of feedback. Break work into segments and identify next steps. Strong project support for planning, engaging stakeholders, identifying pitfalls. Strong milestone and end of project reviews to adjust work and support learning. Focused skill training as needed. Moderate High Potential Assessment 28 © 2016 28

Let’s Hear it for the B Players: Capable, steady performers • Bring depth to sustain long-term organizational performance • Build resilience • Hold institutional memory • Provide stability in times of change Without attention, B Players can • Become C players • Feel taken for granted and leave the organization Manage B Players by • Understanding their motivations • Meeting with them regularly • Recognizing their contributions • Offering development choices (e. g. lateral opportunities) – not for all, just highest performing B Players Source: De. Long, T. and Vijayaraghavan, V. Let’s Hear it for the B Players. Harvard Business Review. 2003, June. 29 © 2016 29