How management teams can quickly and collaboratively develop succession plans for your their people

1. MANAGING
SUCCESSION PLANS
KEY-PERSON RISK

2. Nobody likes to think about
losing a key person on their
team

3. However, doing so is critical

4. Because unexpected things
happen from time to time

5. And, unless you’re ready to
replace a high performer, it
is hard to give them the
promotion they deserve

6. So succession planning for
key-person risk should be a
regular (quarterly) process
for all people managers

7. But it doesn’t have to be a
drag. It can be a fast, agile,
collaborative process if it is
done well

8. The following slides should
take no more than 90
minutes once a quarter as a
team to work through

9. STEP ONE
DECIDE WHAT YOU MEAN
BY LIKELIHOOD

10. To understand risk, you
must first understand how
likely it is that the risk will
manifest

11. ACTIVITY ONE
As a management team,
brainstorm what factors
correlate to likelihood

12. Career Fit.
Is the person in a role
that is suited for
them
Personal Happiness.
Is the person happy
in their role?
Personal Happiness.
Is the person happy
at home?
Compensation
Is the person satisfied
with their comp? Success
Is the person having
success? Are they
feeling recognized?
Brainstorm ideas: Likelihood

13. STEP TWO
DECIDE WHAT YOU MEAN
BY IMPACT

14. To understand risk, you
must also understand how
great the impact will be if
the risk manifests

15. ACTIVITY TWO
As a management team,
brainstorm what factors
correlate to impact

16. Relationships
Does this person have
a unique, needed
network?
Subject Matter
Does this person have
unique, needed skills
Customer Impact.
Does the person have
a key role with a key
customer?
Contagion
Will this person
leading cause others
to leave?
Success
Is the person having
success? Are they
feeling recognized?
Brainstorm ideas: Impact

17. STEP THREE
RATE OUR TEAM MEMBERS
AGAINST LIKELIHOOD AND
IMPACT TO DERMINE WHO
ARE KEY PEOPLE

18. ACTIVITY 3: Rate your team
members: 1-3 are low risk, 4-6 are
medium risk, and 7-9 are high risk

19. ACTIVITY FOUR
Next, use the Key Person
grid to plot the results
visually. This will help you
see who is a key person and
needs a succession plan

20. Jones
LIKELIHOOD
Clarke
Fell
Claypool
Kaye
Collins
Mingus
NEED A PLAN PLAN IS OPTIONAL NO PLAN NEEDED
Lee
IMPACT

21. STEP FOUR
DECIDE WHAT IT MEANS TO
HAVE A GOOD SUCCESSION
PLAN

22. ACTIVITY FIVE
As a management team,
agree on what makes a
great plan

23. Multiple successors
to choose from
Readiness of
successor
Successors have
Development Plan Successors have
Mentorship
Brainstorm ideas: Plan
Quality

24. STEP FIVE
RATE YOUR KEY PEOPLE
AGAINST PLAN QUALITY

25. ACTIVITY SIX
For those team members
who require a plan, rate the
quality of the plan

27. ACTIVITY SEVEN
Next, use the Key Person
grid to tag Plan quality

28. Jones
LIKELIHOOD
Clarke
Fell
Claypool
Kaye
Collins
Mingus
NEED A PLAN PLAN IS OPTIONAL NO PLAN NEEDED
GOOD PLAN PLAN W/SOME RISK POOR/NO PLAN
Lee
IMPACT

29. STEP SIX
BUILD OUT YOUR GO-TO-
GREEN PLAN

30. ACTIVITY EIGHT
As a management team,
figure out how to turn all
Key-Person plans to green

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Please note that all content & opinions
expressed in this deck are my own and
don’t necessarily represent the position of
my current, or any previous, employers

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