[ppt]powerpoint presentation - temple university · web view*chart structure derived from...
TRANSCRIPT
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Succession = successPassing the accessibility baton
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Presenters
Paul PaireExecutive Director of Special Projects
Brent WhitingDirector of Information Systems
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Two talks in one
• Book knowledge• Why?• When?• Who?• How?
• Practical Experience – Analysis of a hand-off
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What is succession planning?
Succession is not about finding a replacement…it’s about:• Developing the person who will eventually take
on your role• Ensuring the business can thrive and prosper
after you move on
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Why?
• You want to grow beyond one job• The initiative needs to survive after you leave• New people can breathe new life into a project• Other people have contacts into areas that you
don’t (i.e. Academic Computing, Web Services, Instructional Support, etc.)
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When?
• Start thinking about succession planning before it’s critical.
• Lay the foundation for succession as part of the policy (the initiative should revolve around a committee, not a person.)
• Don’t do it too often (even the President only changes once every 4 years)
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Survey
• 30% think it should be a continuous process• 34% think it should be done 6 months – 1 year
before • 8% think it should be done over 2+ years
From Inside CEO Succession by Toim Saporito and Paul Winum
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It’s a win-win
• It helps you• Your role in the organization is honed• You are a leader and mentor
• It helps the organization • The organization needs different things at different
times, from different people• You help others achieve their goals too• The initiative lives on beyond your involvement
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Planning
• What does the organization need?• What qualities should your successor have?• What does your successor need to know?
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They aren’t you
"It is critical to realize that your successor cannot lead the business just like you. Look for the right person to build upon what you have done and take it to new heights, not preserve your memory."
From http://www.inc.com/guides/choose-your-successor.html
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Who?
• Scope the skill sets that you need• Technical expertise• Personality• Persuasiveness/Negotiation skills• Managerial vs leadership
• Are there areas that haven’t been addressed yet? • Instructional support• Web services• Physical Spaces
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Dell’s success factors
1. Priority setting2. Problem solving3. Drive for results4. Building effective teams5. Developing direct reports6. Customer focus7. Organization agility8. Learning on the fly9. Dealing with ambiguity
From Growing your company’s leaders by Robert Fulmer and Jay Coger
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Choices
• Is someone who reports you the best person for the job?
• Someone in another department within the organization?
• Look outside? (Is there a budget to hire someone?)
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Questions to ask about internal candidates
• What strengths would this person bring to the job if he/she took over your role?
• What specific improvements would this person need to make to effectively lead the initiative?
• What specific developmental activities will be implemented for this person?
From Succession Planning in America’s Corporations by Meg Kerr
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Accessors (it shouldn’t be just you)
• Who they are going to be reporting to• Who they are going to be working with
• Peer review (Do you have a 360 evaluation process in place?)
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How?
1. Get them2. Train them3. Let go
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Get approval
• Find someone who is coachable (are you already mentoring someone?)
• Check with their manager (especially if they will be staying in the same position but with additional responsibilities)
• Make a pitch to the board/committee• Talk with key stakeholders about them (this will
be personal for them)
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Documentation
• Outline the future of the initiative• Document operations (daily as well as
periodic/yearly)• What systems do they need access to?• Share the document repositories with them
• Guidelines and policies• Annual reports• Meeting notes/minutes
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Transition
• Bring them to meetings• Transition them into running the meetings after
a while• Have them meet with key stakeholders• Have them meet with their support partners
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All that work for naught
“Organizations that fail to prepare employees for these transitions and to mentor them through the process risk losing, to one degree or another, their investment in that employee.”
Growing your company’s leaders by Robert Fulmer and Jay Coger
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Recap
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9 key dimensions to succession
1. Establish committee ownership, involvement, and oversight2. Set succession timeframes3. Prepare for emergencies4. Align on strategic direction and requisite capabilities5. Build the talent pipeline6. Select the candidate7. Proactively manage the transition8. Measure performance and improve succession process
9. Managing the dynamics during succession(this should be done concurrently with the other 8)
Adapted from Inside CEO Succession by Toim Saporito and Paul Winum
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Let go!Let Go!
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ANALYSIS OF A HAND-OFF
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Accessibility at Temple
• University initiated third party accessibility audit in May/June 2012
• Accessibility of information and technology policy formally adopted in November 2012
• Trainings and establishment of guidelines across 2013-14
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Succession at Temple
• Gradual transition during Fall/Winter 2014-15• Committee and primary participants remained
with the university• Existing lead moved to a new project• Responsibility moved from Administrative to
Academic Computing• Approaching initiative dates
• Web compliance – 2015-01• Computer Labs – Fall 2015• First software exception renewals - Fall 2015
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Transition: Who?
Initiative Lead:From: Paul PaireTo: Brent Whiting
Computer Services AVP RepresentativeFrom: Barbara Dolhansky, Administrative ComputingTo: Susan Hyer, Academic Computing
VP, Accessible Technology Compliance Committee ChairFrom: Tim O’Rourke, VP/CIOTo: Barbara Dolhansky, Interim VP/CIO
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Transition: Steps
• Met with Computer Services initiative leadership to review status outline of current & past tasks
• Assimilated into procurement process• Introduced to Student Life and Disability and Resource
Services leadership• Began updating accessibility website content• Co-lead Accessible Technology Compliance Committee
meeting (ATCC)• Consulted with Accessibility Liaisons on web site deadline• Attended collegial assembly presentations
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Transition: Initial thoughts
• Reassess and Reflect• Return to a 30,000ft view for broader understanding• Is the initiative meeting the original objectives
• Insight to ensure the initiative is adaptable for future changes or succession
• Timing of the succession worked out very well based on maturation of the initiative
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Initiative Stages and ActionsIgnorance• accessibility does not appear
clearly anywhere in culture, process, technology, or policy
Investigate• accessibility discussion begins,
objectives are considered, processes reviewed, institution solicits external feedback
Outline• set and prioritize goals, high level
sponsorship, governing body, workflows documented, roles communicated, policy formalized
Implement• strategy enacted, workflows
incorporated, technology purchased and implemented, communications and trainings
Adapt• evaluate and evolve goals,
processes and roles, identify shortcomings, reaffirm direction, enhance communication, advance guidelines and enforcement
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*Chart structure derived from Chess Media Group 2011
Maturity at Succession
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*Chart structure derived from Chess Media Group 2011
potential for increased
complexity and confusion
simplifiedMaturity Succession Complexity
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Pros and Cons of Succession
Pros
• Unbiased• New lead doesn’t know reasons for
old decisions
• Revisit• Challenge processes & ideas• Shelved ideas• Previously rejected ideas may now
be accepted
Cons
• Confusion• New face in meetings• Documentation that pointed to
previous lead
• Effort• Time to form relationships with staff
and faculty • Familiarization with processes, and
workflows• Learning the industry
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ConPro
unbiased
revisit
new ideas
confusion
effort
Balance of Pros and Cons
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ConPro
unbiased
revisit
new ideas
confusion
effort
Balance in reasonable time
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New life
• Did the initiative become resolved to original decisions and methods
• Renewed energy/activity• Revisit expectations
• Technology advances (good and bad)• New analysis and interpretation of legislation and/or
legal settlements
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What was learned?
• Accessibility Liaisons• Several new liaisons were appointed• Liaisons only had periodic accessibility requests and
had difficulty recalling specific knowledge from training
• Campus liaisons needed different expectations
• Past and ongoing internal communications need reinforcement
• This is a big challenge!
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• Checklists and workflows moved online• Procurement/software exception process• Computer Lab Accessibility Checklist• Learning Space Accessibility Checklist
• Accessibility added to university help request system
• Scope of academic liaisons
What was revised
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What could have made it easier?
• Identity• Initiative should have it’s own identity, rather than that of an
individual• Documentation should reinforce broad initiative contact
information
• Internal Documentation• Schedules of broad timelines to anticipate surges in requests• Establish an internal website for information dissemination
• Enforcement strategies
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Values for the role
• Humble• University service over individual achievement
• Flexibility• Not a project with a defined conclusion• 100% is not achievable
• Communication and relationships• Needs to be a partnership. Success cannot be
force fed to the community.
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“stewardship is to hold something in trust for another”
-Peter Block
Accessibility initiative leadersare stewards of inclusion.
We owe it to our university community to
ensure that efforts taken live beyond our role.
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Questions & [email protected]@temple.edu
• http://www.inc.com/guides/choose-your-successor.html• Inside CEO Succession by Toim Saporito and Paul Winum• Growing your company’s leaders by Robert Fulmer• Succession Planning in America’s Corporations by Meg Kerr
Image Credits: Special_Olympics_06DEC_Athletics_IMG335_Credit_Newcastle_Sundance_Danny_James © 2013 by DrJ Photography (CC BY-NC-ND 2.0)
Relay © 2006 by susan_d_p (CC BY-NC-ND 2.0)