2014 03 tm summit succession planning
DESCRIPTION
TRANSCRIPT
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Succession development
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Purpose of this session
1. You know what succession development is and how to implement it on the local level
2. You understood how to prepare the EB successors for the following term and you have worked out a concrete action plan
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Session Flow
1. Succession development 2. Talent identification and preparation 3. Potencial quick test 4. Action steps and timelines
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Finding and preparing your successor is your duty from your first day in the job.
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Why succession development?
Experiences will develop
your members –
not plans
Have a clear expection
setting about work
and time
Keep it simple but
take it serious!
Continuity of LC
performance and your area
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Lead yourself # 1
Lead others # 2
Manage a function # 3
Lead a local committee # 4
Manage groups
# 5
Manage an area # 6
AIESEC career path
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Every position has a different job profile
ü Leadership Style ü Organisational understanding ü Management competence ü Result-orientation ü People-orientation ü Customer centricity ü Set of skills
Of course people can
develop these skills – but what
if these are developed
already?
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Talent identification
• Identifying the right people for the right positions is not always easy
• Giving honest feedback is your responsibility as a teamleader
• Tools will help you to estimate the potential of your possible successor better
- Potenzial Quick Test -
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How does your succession development look
like?
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Get a piece of paper and write down all skills that you learned / expect your successor to learn / are
simply required for the job?
- 10 Minutes -
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Draw a timeline with activities which you can handover so that your successor will develop these
skills beforehand.
- 10 minutes -
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What are the lessons learned from your side which you defintly want to tell your successor?
- 10 minutes -
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What happens if...?
• There is no one applying? • Nobody is suitable for the position? • I don‘t like my successor?
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What is next?
• If not yet done so, meet with your EB and repeat the session.
• In the end you should have: § a clear timeline § A set of skills which are required for the positions § A talent pool in the LC to fill vacant positions § Set the right expectations for your successors