[PPT]PowerPoint Presentation - Temple University · Web view*Chart structure derived from Chess Media Group 2011 Maturity at Succession *Chart structure derived from Chess Media Group

Succession = successPassing the accessibility baton

Presenters

Paul PaireExecutive Director of Special Projects

Brent WhitingDirector of Information Systems

Two talks in one

• Book knowledge• Why?• When?• Who?• How?

• Practical Experience – Analysis of a hand-off

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

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.)

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)

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

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

Planning

• What does the organization need?• What qualities should your successor have?• What does your successor need to know?

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

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

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

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?)

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

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?)

How?

1. Get them2. Train them3. Let go

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)

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

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

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

Recap

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

Let go!Let Go!

ANALYSIS OF A HAND-OFF

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

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

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

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

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

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

*Chart structure derived from Chess Media Group 2011

Maturity at Succession

*Chart structure derived from Chess Media Group 2011

potential for increased

complexity and confusion

simplifiedMaturity Succession Complexity

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

ConPro

unbiased

revisit

new ideas

confusion

effort

Balance of Pros and Cons

ConPro

unbiased

revisit

new ideas

confusion

effort

Balance in reasonable time

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

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!

• 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

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

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.

“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.

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)