Strategic Visioning & Succession Planning

Careful thought is required to formulate a strategy that will guide an organization to achieve more than quarterly or annual results. Establishing a culture that provides the basis for employees to make informed critical decisions can be the difference between simply succeeding and market leadership.

A complete strategic plan provides all stakeholders with a thorough understanding of the firm’s direction and clarity of purpose while establishing long term corporate objectives, enhancing the corporate brand and market position.

Kison can assist you in the process of defining your company’s strategy, or direction, including decisions on allocating human and capital resources to pursue strategic goals. We facilitate the strategic visioning, planning and branding process with our customized approach.

Growing your People – Promotion

Several decades ago Dr. Peter Laurence wrote a book called “The Peter Principle” – its essence was “an individual rises to their level of incompetence”. In other words, promotions were given to individuals primarily because of their capability & performance in executing their current position, as opposed to their competency & fit for the promotion position.

For the most part, moving the right person up to the next level in most organizations means that there is a requirement for new behaviours & competencies in order to be successful. If an individual has the Basic Characteristics that are necessary for high performance in the promotion position, but is lacking some of the skills necessary for the role, our developmental program can identify the “gaps” and initiate a training/learning process to support the incumbent’s success in the new position.

Succession Planning – Developing the Talent for Future Success

Business managers and leaders have a multitude of issues demanding their attention. Yet one of their most significant tasks is likely not even on their agenda – identifying and developing future leaders. The greying and retiring workforce has serious and potentially negative impact on many firms. This fact underscores the need to identify successors for key management, technical, marketing and administrative positions. Identifying retirement dates for employees in “high risk” positions is critical to a company’s success. As the demand for talent increases, high caliber candidates will leave, taking their expertise and knowledge to other firms, thereby depleting the existing talent pool and placing further pressure on the company’s personnel and resources.

Succession planning and retention must become parallel strategies. It is one thing to identify positions requiring future leaders and another to ensure people will be there when required.

For a succession plan to be effective, commitment and support from the board to senior management is essential. A strategy must be developed to avoid leaving this matter to chance.

Kison addresses the critical people dimension of succession planning by assisting firms to:

  • Develop a strategic plan which defines corporate purpose, values and goals to create a high performance organization
  • Define the traits, attributes and skills for future leaders
  • Develop job and position profiles to assess candidates
  • Develop leadership transition and exit strategies
  • Avoid biased or one-sided succession planning
  • Develop strategies to retain existing employees for key roles
  • Implement leadership and people development programs