SPRINGING FORWARD

DON’T SPRING SUCCESSION

Lack of planning for future talent needs can cripple an organization.  Springing ‘opportunities’ on unsuspecting and underprepared employees, sets them and your organization up for failure.

 

At the most basic level, as you evaluate the preparedness of current employees to successfully expand their role within your organization, begin by asking yourself these questions:  

1. How well is the potential internal candidate performing within his/her current role?  
2. Does the prospective candidate possess the experience and qualifications to successfully fulfill a majority of the requirements of the new position?  
3. Is the candidate willing to step away from current responsibilities and be a transition support for the person assuming their current duties?  
4. Is the candidate enthusiastic about the opportunity to step into a new role within the organization? 
5. How familiar is the candidate with the role, responsibilities, priorities, and desired outcomes of the succession position? 
6. Does the candidate you are considering possess the interpersonal skills necessary to be successful in working with others in the succession position?  
7. Is the candidate adequately trained and/or willing to ramp up technical and/or interpersonal skills? 

In the short-term, the more questions you can answer ‘Yes’ to, the better the chance for success.  For those questions where your answer is ‘No’ or ‘I don’t know’, thoroughly investigate, develop and implement action plans and transition timeframes to ensure succession success. 

If you believe your organization could benefit from some outside I/O support in developing a solid succession planning process, contact Dr. Mel, askdrmel@aol.com.    

 

“Everyone can change.  Everyone can learn.  Everyone can get a little better.”

--Marcus Buckingham

CONTROVERSY AS A SPRINGBOARD TO LEADERSHIP SUCCESS

A new movie opened this past weekend amid great controversy.  It’s been interesting to take note of the ‘water cooler’ and breakroom discussions on the topic of Noah.  In fact, I can say I’ve never heard Noah discussed with such animation and passion as in the last couple of days. 

Since it’s a ‘hot topic’, let’s consider 10 good leadership lessons from the original Noah:

1. Don’t miss the boat.
2. Remember that we are all in the same boat.
3. Plan ahead – it wasn’t raining when Noah built the ark.
4. Stay fit – when you’re very old someone may ask you to do something really big.
5. Don’t listen to critics – just get on with the job that needs to be done. 
6. Build your future on high ground.
7. For safety’s sake travel in pairs.
8. Speed isn’t always an advantage – the snails were on board with the cheetahs.
9. When you’re stressed, float a while.
10. Remember that amateurs built the ark; the titanic by professionals. 

So, which piece of Noah wisdom do you need to keep in mind to make April a month for your effectiveness to spring forward? 

“The time you save in not making changes and taking risks can be used to perfect current practices.  Your employees will be grateful to you for letting them know exactly where they stand – and will reward you by being unimaginative, uninspired and unhappy.”

--Donald Whitham,

Supervisory Special Agent

FBI Academy

VISION--

DON’T LEAVE IT TO LUCK

It’s easier to put a vision statement on the wall than it is to put it into action.  A vision that motivates is aspirational.  As internal stakeholders review the vision they are inspired, “We’re not there yet, but won’t it be great!”  A solid vision presents a picture of the future that your key stakeholders want to be a part of.  Does the vision statement of your organization inspire? 

To achieve vision requires change.  The challenge, after the strategic planning session wraps up, many executives fail to realize the magnitude of change required to make the penned vision a reality.  Are those within your organization committed to vision fulfillment?  Do they understand their role in vision achievement?  Do they see the benefits and rewards that come from vision fulfillment? 

Too often strategic planning remains in the clouds, an activity for upper levels of the organization.  The only thing that changes year to year, is the location for this year’s retreat.  An organization serious about achieving vision, gets serious about communicating – and, not one way communication! 

Engagement is an active, not passive pursuit.  It’s not talking at employees, but with.  It requires an authenticity that belies pretense or posturing.  It allows your team members to personalize the vision.  This is how personal accountability and ownership happens. 

Action Focus:  Have you committed the time and resources to put action behind your vision statement?  Can those on your team articulate both mission and vision?  Have you actively engaged employees in a way that motivates and inspires?

“The secret to success is

constancy of purpose.”

                            --Benjamin Disraeli

INNOVATION--

A NECESSARY FACTOR

In a recent conversation with a client I greatly admire he shared, “Dr. Mel, if we’re not reinventing ourselves every 3-years, we’re destined to fail.”  He went on to share the challenge of being the innovative visionary that at times felt he had to push, cajole, challenge others to take necessary innovative steps.  Do you experience the same risk-aversion in your organization?

Consider since World War II, private and public sector professionals have been schooled and trained to be efficient, effective and economic – not innovative.  Many still enter their workplaces daily with the motivation to make it through the day or put out today’s fires and let tomorrow worry about itself.   Such thinking flies in the face of the U.S. Council on Competitiveness report that states, “Innovation will be the single most important factor in determining America’s success through the 21^st Century.” 

    

It’s not about working harder or longer and thinking we’ll be the best, we’ll change the world, we’ll achieve our vision.  It’s about intentional, focused development of creative and innovative practices within our organizations that remove us from the insane practice of doing the same thing (even if we do it cheaper or faster) and expecting better (different) results.  

What have you done to build a culture of innovation?  Have you developed this imperative skill of the 21^st century in those you count on to produce results within your organization? 

CELEBRATING LUCK

(of the Irish & Others)

“Someone has said that the “p” is silent in the word “luck,” but it belongs there nevertheless.  Investigation usually turns up the fact that the lucky fellow is the plucky fellow who has been burning midnight oil and taking defeat after defeat with a smile.”

--James Hill