Here are Hanover Research’s suggestions for a succession model, from the District Management Council’s model.
Set the stage It is worth “overinvesting” in setting the stage internally to avoid later roadblocks. Contemplate the purpose, goals and expectations of succession planning. Recognize the expansive reach of succession planningthe potential cost savings in hiring new leaders and the cultivation of a leadership culture. Then write a mission statement that captures the urgency of setting the stage.
Plan for the future Districts should plan to reflect on the district’s future. Districts should consider organizational changes, board priorities, curricular approaches and decentralization, as well as demographics and state and federal laws.
Consider current landscape requirements Build a “leadership code” that explains leadership characteristics and behaviors that drive success in the district.
Conduct effective evaluations Without honest discourse about an individual’s strengths and weaknesses, proactive development opportunities cannot be deliberately pursued. A district should evaluate its current and emerging leaders against its leadership code through developing a formal evaluation rubric.
Assess leaders’ mobility Districts should force themselves to complete a “deep bench strength analysis” which yields measures concerning the depth of leadership talent within the organization.
Develop leaders to fill the gaps Potential successors ranked in an organization’s bench strength must be further cultivated through on-the-job learning and formal training. Districts may be forced to answer, “How can we get someone ready more quickly?” or even, “Do we have anyone who is ready now?” Each participant should be the subject of an individualized development plan (an “IDP”).
Create individual transition plans Replacing a leader should involve substantive overlap allowing for on-the-job training and a smooth handoff of responsibility.
(Re)Assess your program Evaluation should include an assessment of bench strength by measuring the number of well-qualified internal candidates for each key position, the record of promotions, and the retention of high performers. At the same time, evaluation should also capture the perception of fairness, transparency, morale, confidence and competence.
See more at http://91心頭mag.me/g5. And listen to this web seminar: /article/developing-district-succession-plan
