The Better Approach to Succession Planning - MITBA CEO Conference 2011

Malaysian Insurance and Takaful Broker Association (MITBA) CEO Conference 2011
Bali, October 2011

- Different Succession Planning objectives and motives
- Why Succession Planning don't work in many cases
- Matching your Succession Plan to your Business Model
- Practical aspects of Succession Planning
- Managing your Talents Pipeline with proper Performance Management tools

Download here:
http://www.slideshare.net/kennyong/the-better-approach-tsuccession-planning-mitba-ceo-conference-2011/download

The Better Approach to Succession Planning - MITBA CEO Conference 2011

View more presentations from Kenny Ong

Leadership Lessons from GM - The Buck Stops Here, Finally

Finally. General Motors (more like the US Government) has come to their senses and remembered the fundamental truth about Leadership: The Buck Stops Here. Finally, they have deiced to remove the Chief, Rick Wagoner, the source of GM's problems. 

This is an exeprt from a news article online:

General Motors chief Rick Wagoner to quit under Obama auto plan

Agence France-Presse

Washington, March 30, 2009

US President Barack Obama has asked the head of General Motors to resign, US media reported, a day before the US leader spells out his plan for the future of the crippled auto sector.

"The Obama administration asked Rick Wagoner, the chairman and CEO of General Motors, to step down and he agreed," Politico.Com reported, citing an unnamed White House official.

You can catach the entire article here: http://www.hindustantimes.com/StoryPage/StoryPage.aspx?sectionName=RSSFeed-business&id=e269ccc8-67e7-46dc-b38a-7bb6e0d27206&Headline=GM+chief+Rick+Wagoner+to+quit+under+Obama+auto+plan

What are some quick lessons of Leadership that we need to remind ourselves?

1. The buck stops at the Chief. Not those below him or her.

2. Three years in a row is the maximum time period a leader is allowed to non-perform

3. A non-performing leader better quit before they are asked to leave

4. There is no blame. No excuses. 

Finally, someone (thanks Obama) has the guts to kick Wagoner out. It has been too long, and he has provided too many excuses. Time to get to work.

-TURD-

Real Leaders Eat Last - The Psychology of Leadership in the New Millennium

Marcus Evans Workplace & Organisational Psychology Conference, KL

• Considering different leadership and management styles to adopt what is best for your organisation in today’s working environment
• Specifying set competencies as guidelines for effective leadership
• Designing individual effective leadership development programmes to groom next generation leaders within your company
• Utilising “Real leaders eat last” and other unconventional concepts for leading staff in the new millennium 

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Real Leaders Eat Last - The Psychology of Leadership in the New Millennium

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Enhancing the Business Performance Management System for More Effective Business and Talent Management

MEF National Conference 2008, MANAGING PERFORMANCE FOR BUSINESS EXCELLENCE, KL

Enhancing the Business Performance Management System for More Effective Business and Talent Management

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Internal Branding To Strengthen Talent Retention Strategies - new presentation download

Hi.



I have just uploaded a new presentation for anyone who wants to download:



Where: Under the "My Presentation Downloads" section on the right

Event: ABF Recruitment and Retention Conference

Title: Internal Branding To Strengthen Talent Retention Strategies

File: Powerpoint, PPT

Summary:

• Signal to the staff the chance of career development in yourorganisation


• Secondment - Increasingly being recognised as valuable for development.


• Providing increase in flexibility of working patterns whichwill be increasingly important in the future.


• Understand secondmentwell to develop your organisation’s skills base and avoid the possiblepitfalls.


• Internal branding and employee engagement - Learn the building and maintaining of successful internal brand.


• Discover how this willpositively affect your position as an employer, staff retention rates and customer service
  

Enjoy :)



-TURD-

12 Ways to Retain ‘Swing’ Talents in Your Organization

In my previous article, I wrote about ‘Customer Loyalty and Retention’ and brought to our attention a group of Customer’s known as the ‘Swing’ group. These are customers who stick around your business only because you happen to be the best alternative at the moment until they find a better alternative. This makes this group if customers valuable yet un-retainable in the long run.

Here, I would like to bring forward also the concept of ‘Swing’ Talents. To begin, there are two groups of Talent who are staying with you now: Loyal and Swing.

Loyal are those Talented employees who stick around your company either due to the job, the boss or the company’s mission/business/image. The moment any of these three does not seem right, they will start leaving.

On the other hand, Swing Employees who are Loyal to you because you happen to be the “Best alternative at the current moment until I find another alternative” situation. In other words, these are key talents who are ready to leave any moment no matter what you do to enrich their jobs or to give them a good boss. You are simply not their permanent choice.

Why then do they stay? Swing Talents are ‘loyal’ because:
1. Individual Relationships with people in the company
2. Convenience (at that point in time)
3. Contractually tied-up
4. Exciting Direct Incentives
5. No better alternatives in the market yet
6. Subordinates whom they love and love them back
7. No known alternatives in the market yet
8. CV friendly

OK then. What can we do? Well, other than pray and hope, I can only think of 12 ways:
1. Over Promote
2. Loans
3. Spot Bonuses
4. Block recruiters
5. The Spouse (and their Children, if possible)
6. Toys (e.g. iPODs, MACs, MP3s, 22” LCD Screens etc.)
7. Glorified Titles
8. Forced Ambassador
9. “Position” the competition
10. Sell the Dream
11. Give them a Best Friend
12. Appoint them as Internal Trainers

In other words, try to do some of these 12 things and hope for the best. At least you can say you have tried.

-TURD-

Flat Org Structure vs. Succession Planning

This entry is in response to the Talent Management issues raised in a few entries ago. This is the issue:

In flat organizations, it is difficult to convince existing leaders the merits of Succession Planning & Talent Management. This is true when those leaders know that there is no where else to go. The only other 'higher up' position is the CEO. So how?

This is tough. I can only think of three solutions:
1. Spin-off new small Business Units
2. Special Projects
3. Specialist Ladder

Before I continue , I have to make this statement: Embark only in pursuing these options ONLY IF the existing leaders are worth keeping.

Ok. Now let me explain:
1. Spin-off new small Business Units - break up the the entire business into smaller Business Units (BU). The beauty of this is that the BUs do not need to be officially registered. Just make the BU Head be in charge of Revenue and Profits. Caution: Ensure that there will be no in-fighting among BUs.

2. Special Projects - re-create the organization as such that Departments become secondary and Projects become primary. Most Consultancies are managed this way. The existing leaders can then be heads of various Special Projects (hopefully each project lasting avg. 2 years).

3. Specialist Ladder - Instead of Heading a Department/Division, existing leaders who are technically inclined can be promoted into 'Consultant', 'Advisor', or 'Master' positions in subject fields that are important to the company.

No easy way out.
-TURD-

Questions on Talent Management: March 2007

After delivering the topic on Talent Management (TM) in the recent Comfori HR Conference, I managed to pick up several recurring questions concerning Talent Management & Succession Planning (SP) that kept on appearing in every concersation that I 'eavesdrop' on.

In summary, the following seam to be the top TM issues of the participants:

1. Flat org structure restricting existing leaders from moving up



2. How to define 'Potential'



3. Managing Prima Donnas



4. Getting Top Management support for TM & SP

Have I got it right?

-TURD-