SELECT PERSPECTIVES BLOG

3 Reasons Succession Planning Fails and What You Can Do About It

Posted by  Connie Gentry

490926205.jpgSuccession Planning is often viewed like many people view sorting through their sock drawer to try and find the missing match, which ones have holes in them and need to be thrown out, or to outright determine if they need to just buy some new socks.

It can be a tedious process and many organizations struggle to feel like they’ve gotten it right or have made the progress they want to make. When faced with the need to evaluate your organization’s succession planning model, consider the following three reasons why succession planning fails, and what you can do to avoid making these missteps:


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Five Steps Towards Hiring (and Keeping) the Right Employees

Posted by  Amber Thomas

hiring-employeesI was recently traveling to another city to visit a client, and ended up having to rent a car. Luckily for me, I got a free upgrade to a high-performance luxury car (it really does pay to be nice sometimes). I couldn’t help but take note of the contrast between this experience and the one that comes with the economy two-door special that I usually travel in. If I had the choice (and wasn’t so darn cheap) I would choose high-performance every time.

More so, now than ever before, organizations should be focusing on hiring "high-performance employees". Selecting and keeping the right talent is critical to the success of any organization. Also, much like my upgraded rental car (who I may have named “Zippy”), they’ll shift you into high gear. Here are five tips to keep your organization on the right track, going the distance, striving and hugging the turns.


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How to Prevent Promoting the Wrong Employee

Posted by  John Fernandez, Ph.D.

PromotionOne of the most common mistakes made by leaders in organizations across all industries is assuming that a high performing individual contributor will automatically make a great manager. This mistake can be very costly to organizations, as it results in many employees getting promoted into people-manager positions who are not set up to succeed.

When these employees fail, it can result in high turnover for first-line management positions. It can also lead to career derailment for employees who either were poor choices for a manager role, or who actually could have succeeded had the organization better prepared them for the transition.


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Why You Need to Select the Best Interns (and Treat Them Well, Too!)

Posted by  Bekah Regan

Earning college credit and racking up work experience in their field of study is a must for the budding professional and the career-changer alike.  But if the mere thought of hiring an intern conjures up images of a coffee-brewing, copy-making gopher, then you are seriously underestimating and underutilizing these eager individuals. 128944318


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Proper Care and Maintenance of Organizational All-Stars

Posted by  Drew Brock, Ph.D.

After six weeks of talking about Nine-Boxing as a practical way to grid performance 9 box ALL STARSand potential, I now come to the culminating corner, the penultimate piece of your succession plan.  The upper-right corner of the performance-potential matrix is where, in a perfect world, all of your staff would reside.  The All Stars in your organization are those people who are realizing their full potential while at the same time performing at their peak.  This is the dream team of organizational players.  They are well-equipped to take on any assignment and poised to transform your organization into a better version of itself.  But caution must be taken with these rarified All Stars for they can easily become bored and thence, to your dismay, lured elsewhere.  Accordingly, I offer a brief care manual for best practices in sustaining and cultivating the "top guns" in your succession plan.


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Succession Planning: Pushing Your Future Stars to the Top

Posted by  Drew Brock, Ph.D.

For the past three weeks, I've suggested approaches for managing the more wayward talent in your Nine-Box Performance-Potential Matrix.


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Succession Planning: Coping with Organizational Enigmas

Posted by  Drew Brock, Ph.D.

 


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Get Your "Up or Outs" Moving Up or Moving Out

Posted by  Drew Brock, Ph.D.

Last week, I talked about the dark corner of your Nine-Box, where 9 box upoutfocusing time and effort on your Icebergs probably represents a waste of time and effort.  As one moves from the black box Icebergs to the desired purple box of the performance-potential matrix, it becomes increasingly important to invest resources and make the right moves and decisions in developing your talent pool.  So with this next category of talent, the focus lies in helping your people upwards (enhancing performance and potential) or outwards (to another role or another organization).  These Up or Outs come in two forms and each must be dealt with in slightly different ways.


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The Perils of Organizational Icebergs

Posted by  Drew Brock, Ph.D.

Executives engaged in the process of Nine-Boxing frequently stumble when it comes to taking actions to address employees in the shallow end of the talent pool:  those with little future potential and sub-standard performance.  Employees in this dark corner of the performance-potential matrix are often said to be Icebergs, not because you can only see the tip of their potential, but because they are capable of sinking your organization.  An often overlooked component of succession planning is the ability to recognize a failure of the system - people with no potential and below average performance who need to be moved rather quickly to another box, or be moved out of the organization.  Regrettably, we all too often see the investment of more resources rather than fewer in dealing with Icebergs.


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Why I Love Nine-Boxing and Why You Should, Too

Posted by  Drew Brock, Ph.D.

The origin of the management practice of Nine-Boxing, or for the more formal reader, The Performance-Potential Matrix, is shrouded in mystery.  No one seems to know for sure who invented it.  This wonderfully simplistic tool is the management science equivalent of free software.  It's like Angry Birds for administrators; Fruit Ninja for the executive.  Nine-Boxing is a method for assessing talent in your organization along two dimensions - past performance and future potential.  Typically the talent pool consists of the individuals in your organization that might be considered for career progression - from individual contributors to executives.  In essense, Nine-Boxing provides a simple yet effective tool for forming the foundations of succession planning.


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