Welcome to the Webinar

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1 Welcome to the Webinar Once the Webinar begins, if you can t hear the sound, please hang up and dial in again All attendees are on mute, so if you would like to ask a question, please type it into the Q&A box in the control panel on your screen If you would like to minimize the control panel so that you can see more of the screen, click on the white arrow in the small orange box and the control panel will be minimized. You can click on the arrow to open the panel if you would like to type in a question.

2 Succession Planning and Leadership Development Presented by Lillian LeBlanc, Baptist Health South Florida

3 Overview About Baptist Health Succession Planning Defined The Case for Succession Planning Succession Planning s Role in the Leadership Development Strategy Wrap Up Q&A

4 About Baptist Health 15,000+ employees 37 patient care locations across three South Florida counties Rapidly growing Financially stable

5 Recognized Excellence FORTUNE 100 Best Company to Work For in America 15 years Most Ethical Companies Ethisphere Institute 5 years US News Best Hospitals 24 awards systemwide in

6 Succession Planning Defined Succession Planning is an ongoing process to assess the health of an organization s talent pipeline and apply appropriate strategies to ensure leadership continuity.

7 Why Now? Businesses will need to address a "changing of the guard," as the baby boomers step down from their management roles. Jay Hooley, President, State Street Corp. WSJ, Nov The turnover rate of CEOs, (particularly in healthcare) 5 will continue to escalate as baby boomers retire. * 0 CEO Turnover Rate Hospital CEOs All CEOs Hospital CEO Turnover: ACHE 2013 study of Hospital CEO Turnover ALL CEO Turnover: 2013 CEO Turnover study, Booz & Company

8 Effective Succession Planning Is: Leader Successor A proven way to identify future leadership gaps. A process to preserve organizational culture. A (potentially) valuable retention tool for key talent. A method to ensure adequate organizational knowledge transfer.

9 Effective Succession Planning Is Not: A way to reward hardworking employees. A one time event. One size fits all. A solution for poor leadership.

10 In the Absence of a Succession Plan Internal candidates will begin jockeying for position, eroding teamwork and creating a divisive atmosphere.

11 In the Absence of a Succession Plan Employees may become uneasy in the absence of definitive answers about future leadership. This could offer inroads for labor unions.

12 In the Absence of a Succession Plan Key stakeholders including shareholders, physicians bond rating agencies and others may become concerned about organizational direction and impact on future revenue.

13 Succession Planning Process Succession Nomination Calibration Assessment

14 Succession Planning Tools High/Low Dependable Professionals High/Medium Development Opportunities High/High Superstars Performance In Current Role Medium/Low Borderline Talent Medium/Medium Core Talent Medium/High Potential Stars Low/Low Exit Opportunities Low/Medium At Risk Low/High Intriguing Challenges (or too new to assess) Potential for Growth to Next Level

15 Succession Planning Output Sam Winters VP Support Svcs Susan Aultman VP Operations Alice Jenkins VP HR Jean Hardy (8 Ready Medium Term) Oliver Astor (5 Ready Long Term) Marie Rogers (9 Ready Now) Harold Smith (7 Ready Long Term) Carl Masterson (9 Ready Now)

16 Succession Planning Follow Up We have the data Now what? High/Low Dependable Professionals High/Medium Development Opportunities High/High Superstars Medium/Low Borderline Talent Medium/Medium Core Talent Medium/High Potential Stars Low/Low Exit Opportunities Low/Medium At Risk Low/High Intriguing Challenges (or too new to assess) Sam Winters VP Support Svcs Susan Aultman VP Operations Alice Jenkins VP HR Jean Hardy Oliver Astor Marie Rogers (8 Ready Medium Term) (5 Ready Long Term) (9 Ready Now) Harold Smith Carl Masterson (7 Ready Long Term) (9 Ready Now)

17 High Level Development Strategy High Potentials (Box 7, 8, 9) Core Talent (Box 3, 4, 5) Create individual development plan with leadership coach Customized learning curriculum based on developmental needs Mentor assignment Focus on development prepare for next level Targeted learning based on developmental needs E learning, traditional classroom learning Focus on skill enhancement grow in position Sub Optimal Talent (Box 1,2, 6) Performance improvement plan Improvement, reassignment or termination Focus on skill recovery when possible

18 Leadership Development Mapped to Talent Calibration Performance/ Potential High Performance Medium Performance Low Potential Medium Potential High Potential 4 High Performance/Low Potential May serve as mentor; leader supports development in place 2 Medium Performance/Low Potential Leader supports development in place 7 High Performance/Medium Potential May serve as mentor; Offer coach for development 5 Medium Performance/Medium Potential May offer mentor; leader supports development for possible future mobility 9 High Performance/High Potential May serve as mentor; Offer coach for development 8 Medium Performance/High Potential Offer coach and/or mentor for development Low Performance 1 Low Performance/Low Potential Leader addresses performance deficiencies 3 Low Performance/Medium Potential Leader addresses performance deficiencies 6 Low Performance/High Potential Leader addresses performance deficiencies

19 At the Individual Level SAMPLE INDIVIDUAL DEVELOPMENT PLAN Name Title Succession Position Date KEY LEADERSHIP STRENGTHS KEY LEADERSHIP DEVELOPMENT AREAS Leadership Competency Development Plan COMPETENCY PLAN / NOTES HOW DEVELOPED? EVALUATE (Date)

20 Leadership Development Resources Partners with leader, coach and mentor to facilitate development. Provides consultative support for leader s performance improvement conversations. Serves as a role model. Through discussion and dialogue, provides skill specific advice, guidance and direction to develop technical skills needed for success in the organization and in the role. HR Team Qualified Mentor Leader Employee Supports the coaching and mentoring processes to facilitate development; provides general direction and performance specific feedback. Skilled, Trained Coach Serves as thinking partner. Supports broad professional development through a structured inquiry process, facilitating exploration and discovery; opens mind to new ideas and possibilities.

21 A Word About Succession Planning Pitfalls

22 Summary Effective succession planning is key for longterm organizational success. Workforce demographics require increased attention to leadership continuity. Accurate assessment of performance and in particular, potential, is critical to effective succession planning. Effective succession planning requires doing something meaningful with the data.

23 Questions

24 Contact Information For more information, contact: Anita Karcz SVP Tel: Thank You! Lillian LeBlanc Connect on LinkedIn: