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Succession Planning in the Victim/Survivor Services Field. ROUNDTABLE DISCUSSION FACILITATED BY: Anne Seymour National Crime Victim Advocate Washington, DC. Roundtable Objectives. Explore issues that may facilitate or inhibit successful transitions

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Succession planning in the victim survivor services field

Succession Planning in the Victim/Survivor Services Field

ROUNDTABLE DISCUSSION FACILITATED BY:

Anne Seymour

National Crime Victim Advocate

Washington, DC

2014 VOCA National Training Conference


Roundtable objectives
Roundtable Objectives

  • Explore issues that may facilitate or inhibit successful transitions

  • Identify strategies for state administrators to prepare and guide agencies as they experience succession planning and the resulting changes

2014 VOCA National Training Conference


Succession planning defined
Succession Planning Defined

The process to identity and develop potential future leaders or senior managers, as well as individuals to fill other positions critical to an organization, either in the short- or the long-term.

2014 VOCA National Training Conference


Or in brief
Or……in Brief

  • “Build our bench strength”

  • “Create a pipeline of leaders”

2014 VOCA National Training Conference


Succession planning should
Succession Planning Should:

  • Link to organization’s strategic vision, mission and goals

  • Refrain from building around individuals

  • Address leadership development for ALL staff

2014 VOCA National Training Conference


Benefits of succession planning discussion
Benefits of Succession PlanningDISCUSSION

  • Support continuity of services

  • Continuing supply of qualified, motivated people (or system for identifying them)

  • Alignment between an organization’s strategic vision and human resources

  • Commitment to employee career paths, personal development and advancement

  • OTHERS?

2014 VOCA National Training Conference


In the victim services field what are some of the challenges to successful succession planning
In the victim services field, what are some of the CHALLENGESto successful succession planning?

2014 VOCA National Training Conference


Three ways of thinking about succession planning
Three Ways of Thinking about Succession Planning

  • Emergency succession

  • Departure-defined succession planning

  • Strategic leader development (focus on shared leadership)

2014 VOCA National Training Conference


Strategic leader development
Strategic Leader Development

  • Train and mentor existing staff

  • Recruit new staff

  • OR both

  • INVOLVEMENT OF:

    • Executive Director

    • Staff managers/leaders

    • Board of Directors

    • Other stakeholders who can provide guidance

2014 VOCA National Training Conference


Basic steps
Basic Steps…

  • Develop a strategic vision or plan with long-term, measurable goals

  • Identify leadership competencies needed to get there

  • “Skills sets” and skills-building plans

  • Professional development plan (internal)

  • Recruitment plan (external)

2014 VOCA National Training Conference


Succession readiness checklist
Succession Readiness Checklist

Please refer to participant handout

2014 VOCA National Training Conference


Leadership self reflection please see participant handout
Leadership Self-Reflection(please see participant handout)

  • My ongoing effectiveness

  • Personal barriers to leaving

  • Organizational barriers to leaving

2014 VOCA National Training Conference


excerpted from Leigh Branham’s book, The 7 Hidden Reasons Employees Leavewww.keepingthepeople.comSeven Hidden Reasons Why Employees Leave

  • The Job or Workforce was Not as Expected

  • The Mismatch Between Job and Person

  • Too Little Coaching and Feedback

  • Too Few Growth and Advancement Opportunities

  • Feeling Devalued and Unrecognized

  • Stress from Overwork and Work-Life Imbalance

  • Loss of Trust and Confidence in Senior Leaders

    SUCCESSION PLANNING SHOULD SEEK TO MITIGATE THESE FACTORS


Current case study 2014
Current Case Study, 2014 Employees Leave

  • Founder planning to leave in two years

  • Succession planning developed:

    • ED position description (please see handout)

    • Short- and long-term funding strategy

    • HUGE focus on Board development

    • Program development/priorities

      THERE WERE A FEW SURPRISES….

2014 VOCA National Training Conference


2006 national survey what do leaders in our field need
2006 National Survey Employees LeaveWhat Do LEADERSin Our Field Need?

2014 VOCA National Training Conference


Leaders in our field need

Courage of convictions Employees Leave

Knowledge, skills and compassion and a willingness to share these skills

Ability to inspire others

Patience

Integrity

Honesty

Empathy

Ability to observe and listen

Strong ethical standards

Strong management skills

Organize, delegate and provide structure

Leaders in Our Field Need:


“It takes the heart of a fighter, and a passion for the work. It takes knowledge, dedication and the ability to think on your feet, coupled with the desire and ability to work with others.”


A leader in our field
A Leader in Our Field….. work. It takes knowledge, dedication and the ability to think on your feet, coupled with the desire and ability to work with others.”

  • Remembers “why” we are here.

  • “Not about personal status or gain, but a genuine desire to make a difference.”

  • Is willing to “take risks, speak up, not be afraid, not “hog opportunities,” and be consistent in philosophy and attitude.

  • Is open to new and different ideas.

  • Recognizes that “It is important to have the big picture in mind, and not the small pieces.”


A leader in our field1
A Leader in Our Field….. work. It takes knowledge, dedication and the ability to think on your feet, coupled with the desire and ability to work with others.”

  • Is a “continual student” (EBPs are critical!)

  • Has a true sense of social justice.

  • Understands and can navigate the various systems that involve victims and survivors.

  • “Speaks truth honestly and don’t cover it up with a mask for some kind. You can do that without being angry or rude.”

  • Knows that he or she is good – you can “acknowledge the things that you are good at, and act upon those strengths.”

  • Has the ability to take charge.


“Effective leadership and succession mean that policies and practices are integrated into a structure of any organization, and are not dependent upon the skill or personality of one individual.”


Helpful resources
Helpful Resources and practices are integrated into a structure of any organization, and are not dependent upon the skill or personality of one individual.”

  • Building Leaderful Organizations: Succession Planning for Nonprofits

    Annie E. Casey Foundation https://folio.iupui.edu/handle/10244/140

  • Nonprofit Executive Succession Planning Toolkit, Federal Reserve Bank

    http://www.kc.frb.org/publicat/community/Nonprofit-Executive-Succession-Planning-Toolkit.pdf

  • Sustaining Great Leadership: Succession Planning for Nonprofits, First Nonprofit

    http://www.firstnonprofit.org/wp-content/uploads/2014/04/Sustaining-Great-Leadership.pdf

  • Succession Planning. HR Council of Canada

    http://hrcouncil.ca/hr-toolkit/planning-succession.cfm

  •  Twelve Ways to Get a New Executive Director Off on the Right Foot, Blue Avocado

    http://www.blueavocado.org/content/twelve-ways-get-new-executive-director-right-foot

2014 VOCA National Training Conference


For more information
For More Information….. and practices are integrated into a structure of any organization, and are not dependent upon the skill or personality of one individual.”

Anne Seymour

[email protected]

2014 VOCA National Training Conference


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