Succession and Sustainability

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1 Succession Planning and Leadership Development MinnCAP Annual Conference August 2014 Presented by: Denise Harlow, MSW, CCAP, NCRT Community Action Partnership 1140 Connecticut Ave, NW, Suite 1210 Washington, DC Succession and Sustainability Role of Succession in Organizational Sustainability Succession Planning Steps Succession Planning Templates and Tools Leadership Assessment Leadership Development Characteristics of High Performing, Sustainable Organizations Continuously adapt and refine mission to enhance impact (i.e., clarify strategy) Align resources to a targeted impact strategy Develop revenue strategies that align with mission Combine and sustain flexible funding from diverse sources Engage the community Maintain a results focus supported by data Use data to learn and improve Demonstrate a commitment to accountability 2012 CAPLAW and Community Action Partnership 1

2 Four Core Elements of Organizational Sustainability Business Model & Strategy Resources Leadership Culture Source: Preparing for Your Community Action Agency s Future: Sustainability, Succession &Transition, Transition Guides and Community Action Partnership Four Core Elements of Sustainability: Strategy/Business Model Business Model: how the organization creates and delivers value, and finances the value creation process. Built on quality services Needed by clients Valued by donors/funders Source: Preparing for Your Community Action Agency s Future: Sustainability, Succession &Transition, Transition Guides and Community Action Partnership Four Core Elements of Sustainability: Strategy/Business Model Business Strategy: a coordinated set of actions aimed at creating and sustaining a market position in order to carry out your nonprofit s mission. (Competitive advantage.) Is there a strategy in place? Is it written? Does it position the organization to meet future needs and demands? Are the board and staff aligned with it and about it? Source: Preparing for Your Community Action Agency s Future: Sustainability, Succession &Transition, Transition Guides and Community Action Partnership 2

3 Four Core Elements of Sustainability: Leadership Leadership in place to meet current and future needs Succession plans for top leadership The board is a high value asset to the organization The board s work adequately covers its three core roles: Shaping mission and direction Ensuring leadership and resources Monitoring and improving performance, including its own Strong, positive relationship between board and executive Diversity plus cultural and intergenerational competence Source: Preparing for Your Community Action Agency s Future: Sustainability, Succession &Transition, Transition Guides and Community Action Partnership Four Core Elements of Sustainability: Culture Agility flexible, nimble in face of dynamic environment Resiliency bounces back quickly from setbacks Future focused, results oriented and action based Organization s value and impact is widely understood Virtually any member of board, staff or volunteers can make a compelling case Source: Preparing for Your Community Action Agency s Future: Sustainability, Succession &Transition, Transition Guides and Community Action Partnership Four Core Elements of Sustainability: Resources Trends & Outlook Sufficient financial resources to meet short to midterm commitments (6 to 24 months) Revenue streams are properly diverse & have longevity Favorable trends: revenue, expense & margin; good ratios Proactive resource development strategy in place Sound link: business model strategy resource plan Good stewardship of hard assets AND building soft assets Source: Preparing for Your Community Action Agency s Future: Sustainability, Succession &Transition, Transition Guides and Community Action Partnership 3

4 Know Your CAA s Impact/Profitability Quadrants High Mission Impact Low Profitability High Mission Impact High Profitability Low Mission Impact Low Profitability Low Mission Impact High Profitability Source: Nonprofit Sustainability: Making Strategic Decisions for Financial Viability, by Jeanne Bell, Jan Masaoka, Steve Zimmerman CSBG Organizational Standards While Succession Planning is good management and governance practice, it is included in the Organizational Standards submitted to OCS in July, 2013 Makes certain tasks core to meeting the proposed standards Emergency Succession Plan for ED/CEO Succession Policy and Process for ED/CEO Proposed CSBG Organizational Standards Organizational Leadership Standard 4.4 private The Organization has a written succession plan in place for the CEO/ED, approved by the governing board, which contains procedures for covering an emergency/unplanned, short term absence of 3 months or less, as well as outlines the process for filling a permanent vacancy. Standard 4.4 public The Department adheres to its local government s policies and procedures around interim appointments and processes for filling a permanent vacancy. 4

5 Community Action Resources Preparing for Your Community Action Agency s Future: Sustainability, Succession &Transition Part 1: Organizational Sustainability Planning Part 2: Executive Succession Planning Guide Part 3: Executive Transition Management Guide Developed by Community Action Partnership and Transition Guides PDF available online, print copies available Webinar recording posted Resources/Toolkits and Webinars National Training Center/Toolkits and Webinars Resource Bank These publication were created by the National Association of Community Action Agencies Community Action Partnership, in the performance of the U.S. Department of Health and Human Services, Administration for Children and Families, Office of Community Services Grant Number 90ET0428 and 90EQ0231. Any opinion, findings, and conclusions, or recommendations expressed in this material are those of the author(s) and do not necessarily reflect the views of the U.S. Department of Health and Human Services, Administration for Children and Families Community Action Resources Batter Up! Building Your Leadership Bench Developed by Community Action Partnership and Brown, Buckley, Tucker PDF available online, print copies available Webinar recording posted Resources/Toolkits and Webinars National Training Center/Toolkits and Webinars Resource Bank This publication was created by the National Association of Community Action Agencies Community Action Partnership, in the performance of the U.S. Department of Health and Human Services, Administration for Children and Families, Office of Community Services Grant Number 90ET0428. Any opinion, findings, and conclusions, or recommendations expressed in this material are those of the author(s) and do not necessarily reflect the views of the U.S. Department of Health and Human Services, Administration for Children and Families. Other Resources 5

6 Three Complementary Ways to Build Agency Leadership 1. Executive Succession Planning 2. Building Leadership Within the Agency 3. Giving Staff the Opportunity to Develop Skills These publication were created by the National Association of Community Action Agencies Community Action Partnership, in the performance of the U.S. Department of Health and Human Services, Administration for Children and Families, Office of Community Services Grant Number 90ET0428 and 90EQ0231. Any opinion, findings, and conclusions, or recommendations expressed in this material are those of the author(s) and do not necessarily reflect the views of the U.S. Department of Health and Human Services, Administration for Children and Families Three Tools Built Around Executive Succession 1. Organizational Sustainability Planning 2. Succession Planning 3. Executive Transition Management Two Tracks Transition Readiness High Low Executive High Organizational Low 6

7 Executive Readiness Factors Executive Low Organization High Low High Timing Professional Prepared the organization Minimal unfinished business Exit/departure plan Personal Moving on: Something to move to Emotional - ready to let go Financial Family/significant other s alignment Support network in place Source: Preparing for Your Community Action Agency s Future: Sustainability, Succession &Transition, Transition Guides and Community Action Partnership Executive Low Organizational Readiness Factors Organization High Low High Organizational Critical sustainability factors addressed Succession policy or transition plan Ideally, some financial cushion Board: Transition/succession competency Good leadership to lead the transition Staff : Right skills on the team Team structured for the future Transition/succession competency Source: Preparing for Your Community Action Agency s Future: Sustainability, Succession &Transition, Transition Guides and Community Action Partnership Overview: Leadership Sustainability and Executive Transition Management Source: Preparing for Your Community Action Agency s Future: Sustainability, Succession &Transition, Transition Guides and Community Action Partnership 7

8 Why Plan for Succession? Gets us beyond an uncomfortable truth that we avoid: All careers lead to a transition, eventually just a matter of when, how and how well managed Helps ensure organizational sustainability Increases likelihood of successful transitions Helps mitigate risk Succession Planning Two Philosophical Frames: Replacement Filling a position after a departure Developmental Developing a pipeline of leaders Three Approaches: Succession Essentials Backup Plan(s) + Policy Leader Development Proactive talent management Departure Defined Essentials + Sustainability Planning Succession Essentials The Essentials Board Adopted Succession Policy and Executive Backup Plan(s) Ensure Continuity 8

9 Process Overview for Implementing Succession Essentials Preparing for Your Community Action Agency s Future Source: Transition Guides/Community Action Partnership Succession Planning Toolkit Executive Emergency Backup Plan Agreement between an individual and his/her backup(s) Identifies key duties and key relationships assigns responsibility to designated backup(s) Outlines crosstraining needed for backup to step in Community Action Template 9

10 Community Action Template Community Action Template Community Action Template 10

11 The Succession Policy A board adopted policy Outlines process to handle a planned departure Sets out important commitments: Prepare for an inevitable leadership change Assess leadership needs before beginning a search Plan to appoint interim leadership to ensure continuity and stability Clarifies who s authorized to implement the plan Succession Policy Outline of succession procedures including: Succession path for the interim position Set out the time frames Appointing the interim Appointing the transition committee Communications Role of the transition committee Communicating with stakeholders Identifying a transition management consultant Conducting an organizational assessment Designing the search plan Community Action Template 11

12 Community Action Template Community Action Partnership Tools Batter Up! Building Your Leadership Bench Community Action Partnership Brown, Buckley, Tucker PDF available online, print copies available Webinar recording posted Resources/Toolkits and Webinars National Training Center/Toolkits and Webinars Resource Bank This publication was created by the National Association of Community Action Agencies Community Action Partnership, in the performance of the U.S. Department of Health and Human Services, Administration for Children and Families, Office of Community Services Grant Number 90ET0428. Any opinion, findings, and conclusions, or recommendations expressed in this material are those of the author(s) and do not necessarily reflect the views of the U.S. Department of Health and Human Services, Administration for Children and Families. 35 Sample Emergency Succession Plan Center for Nonprofit Advancement IDP Planning Tool Levels of Leadership Assessment Tools Included Batter Up! 12

13 What is an Executive Transition? Executive Transition Begins: Executive s decision to depart (or Board s decision to terminate) Extends: Through the recruitment and hiring Concludes: Completion of the first full budget cycle with new executive Executive Transition Management (ETM) A three phase approach 1) Planning & Preparation 2) Recruitment/Selection & Platform Building 3) Post Hire Installation & Support Holistic management of entire departure recruitment onboarding process Community Action Template Process Overview: Executive Transition Management Source: Preparing for Your Community Action Agency s Future: Sustainability, Succession &Transition, Transition Guides and Community Action Partnership 13

14 Preparation Ensure the organization is ready to search/hire: Organization is stable financially, politically, emotionally Smart, committed & available chair & committee Take the time understand the current & future leadership needs Requires assessment, reflection & planning Board is clear about the Four Big Questions driving the search: Who do you want to hire? What s the profile? Why? Why that profile? Link to future direction? What do you want new executive to do? Priorities? What do you need to do to get ready? Preparation Clear about handling internal candidates Clear about commitment to diversity Resist the temptation to hire too quickly Strive for a good ending with the current executive Consideration of bringing on an Interim ED/CEO Search & Selection Clear position profile that s not a dusted off old job description Smart, strategic search plan to market the position Robust outreach to build the pool Diverse finalist pool; to achieve begins with strategic outreach Multi stage vetting & interviewing process that nets a deep understanding of candidates Engage the staff in the process, but not in committee interviews Identify & address legacy issues and/or make them known to finalists transparency 14

15 Post Hire/Onboarding Appropriate announcement plan and actions Provide a solid orientation for the new executive Strive for a great launch New executive develops day entry plan, ideally before day one Pay special attention to relationships handoffs; new executive builds them early Pay attention to the board executive social contract Agree on month priorities Clarify roles, responsibilities & expectations Phases and challenges of taking charge Establish performance monitoring & evaluation process Organizational Planning Preparing the Organization for Transition Attend to the big four of sustainability Address the organizational barriers to executive readiness: Lack of an obvious successor Unfinished business Waiting for the perfect time Board and staff resistance to change Others: Make the CEO job more doable Deal with system issues: what needs fixing & areas over reliant on CEO Bring the CEO salary and benefits up to market rate Personal Planning Knowing When It s Time To Leave Are you personally prepared to move on? Employability/retirement; have something to move to Financially prepared Emotionally prepared Are you still the right leader? Do you fit the current and future leadership needs/opportunities? 15

16 Personal Planning Early Stage Planning Private musings: vacation/sabbatical/real change Clarify readiness to declare with whom & when Stealth or overt planning Depends on trust, culture and timing Stealth: external confidants, coach, trusted chair or past chair Overt: a broader circle of internal confidants exec. committee Have communications plan in place before going public Don t underestimate reaction think empathy & assurance Personal Planning Early Stage Planning Take necessary actions to get personal clarity Invest energy into creating the next phase of your life create or identify something exciting Pick a date and stick to it Avoid being pressured into speculating on plans before you want to or ready to Address any sticking points that make you feel like you are being held hostage or limit you choices Identify and deal with your personal barriers to readiness Building Leadership Within the Agency A Leadership Development Checklist Obtain a commitment to a leadership development program Assess the agency s present work and people needs Assess the agency s future work and people needs Establish a succession planning program Identify and develop individual talent Evaluate individuals and the program 16

17 Why Develop Internal Leadership? Succession Planning, when coupled with a comprehensive Leadership Development program, can prepare an agency for any unexpected departure of key staff, while also increasing the capacity of the organization to adapt to change and meet the challenges of the future. Why Develop Internal Leadership? Build agency capacity Strengthen human resources Tap the intellectual capital in the organization Help employees realize their career plans within the organization Improve employee morale by giving them a way to better themselves and be challenged Allow the organization to respond to changing environmental demands If downsizing is required, it provides information to cope with the effects of downsizing by knowing where organizational strengths are, and which positions are most critical to the sustainability of the agency Succession Planning Succession Plans for Executive Directors/CEOs Succession Planning for Board Leadership Succession Plans for Directors/Managers Long term Short term 17

18 Assess Bench Strength By Organization Executive Director Batter Up! Developing Your Leadership Bench Program Manager/ CFO/HR CANDIDATE CANDIDATE CANDIDATE CANDIDATE CANDIDATE CANDIDATE READY NOW READY 1-2 YR READY 3+ YR READY NOW READY 1-2 YR READY 3+ YR Middle Manager/Unique Skill Positions CANDIDATE CANDIDATE CANDIDATE READY NOW READY 1-2 YR READY 3+ YR Succession Planning Checklist for Acceptance of All Types of Emergency Succession Plans Succession plan approval Organizational Charts Important Organizational Information Copies Community Action Resources Preparing for Your Community Action Agency s Future: Sustainability, Succession &Transition Part 1: Organizational Sustainability Planning Part 2: Executive Succession Planning Guide Part 3: Executive Transition Management Guide Developed by Community Action Partnership and Transition Guides PDF available online, print copies available Webinar recording posted Resources/Toolkits and Webinars National Training Center/Toolkits and Webinars Resource Bank These publication were created by the National Association of Community Action Agencies Community Action Partnership, in the performance of the U.S. Department of Health and Human Services, Administration for Children and Families, Office of Community Services Grant Number 90ET0428 and 90EQ0231. Any opinion, findings, and conclusions, or recommendations expressed in this material are those of the author(s) and do not necessarily reflect the views of the U.S. Department of Health and Human Services, Administration for Children and Families 18

19 Tools Included Preparing for Your Community Action Agency s Future Organizational Sustainability Mini Assessment Emergency Backup Succession Plan Template Emergency Backup Plan Detail CEO Succession Policy Template Sample Transition Timeline Interim Chief Executive Sample Agreement & Work Plan Chief Executive s Position Profile & Job Announcement Templates Nonprofit Job Posting Web Sites Tools Included Preparing for Your Community Action Agency s Future Sample Resume Scoring Sheet Sample Phone Screening Questions Sample Interview Agenda & Questions Sample Interviewee Rating Criteria Sample Reference Checking Questions Sample Employment Offer Letter Sample Regrets Letters to Candidates Sample Chief Executive 90 Day Entry Plan Broader Sustainability Resource Nonprofit Sustainability: Making Strategic Decisions for Financial Viability (2010) Jeanne Bell, Jan Masaoka, Steve Zimmerman Fiscal Oversight combined with programmatic oversight Matrix Map Analysis Decision Making The Sustainable Nonprofit Business Model 19

20 Community Action Partnership Annual Convention Contacts Denise Harlow, Sr. Director, Training and Technical Assistance

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