Strategies for Preparing the Next Generation

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Strategies for Preparing the Next Generation

• International Personnel Management Association
• October , 2006

Presented by Tim ODonnell, City Manager, Brea
CA
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Preparing the Next Generation

• Why is this an issue now?
• Baby Boomers are retiring
• Fewer Generation X-ers to replace them

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Group Demographics2006

• Silent Generation - 60
• Baby Boomers - 42-60
• Generation X - 28-41
• Generation Y - 20-27

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Replacement Gap

• Fewer college graduates selecting public service
• Not grooming professionals already in the
  pipeline

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Cal-ICMA PNG Goals

• 1. Attract young talent to the profession
• High School Students

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Presentations to Students
City Council Profile
Careers in Local Government
A Career in City Government
Economic Dev. Aide 41,604 53,122 Economic
Dev. Manager 86,652 - 122,412 Executive
Director, Community Development 93,720 - 132,420
Internships

• Enables students to gain valuable work
  experience and be more competitive in the job
  market after graduation.
• Helps employers to identify and retain highly
  motivated and skilled young talent.

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1. Attracting young talent (cont.)

• Undergraduate Students
• University Outreach program
• Graduate Students
• Women
• Minorities
• Non-traditional techniques
• Part-time employees
• Family, friends

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• 2. Groom professionals already in pipeline
• Coaching Program
• Telephone panels
• E-coaching
• One-on-one programs

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Cal-ICMA Coaching Program
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• 2. Groom professionals already in pipeline,
  (Cont.)
• Internship Clearinghouse

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Internship Clearinghouse
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2. Groom professionals already in pipeline,
(Cont.)

• Strategic Partnering Cal-ICMA, CCMF, MMASC,
  MMANC, CSMFO, CM Dept. Private Sector
• Management Style Analysis
• Local Area Networking

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Best Practices for Organizationsin Preparing the
Next Generation

• Hire top talent
• Make talent development top priority
• Get CEO on board as role model
• Provide broad range of experience
• Assign lead authority for special projects
• Provide direct supervisory authority

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Best Practices in Preparing the Next Generation

• Allow Access to Executive Managers and Council
  Members
• Create Budget and strategic planning experience
• Articulate rewards of local government management
  to others
• Start Succession Planning
• Start Mentoring/Coaching

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Succession Planning
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Think about it

• How many people have personally known a colleague
  to leave an organization unexpectedly?
• Death
• Family Illness
• Unplanned Retirement
• New Job
• Unexpected Resignation

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What is Succession Planning?

• Constant Change Planning
• An Organizational Journey, not a project
• Ensuring Continuity of Leadership
• Identifying Gaps in Existing Talent Pool
• Identifying/Nurturing Future Leaders

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Group Exercise

• Why isnt Succession Planning a more common
  practice?

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Succession Planning

• Why isnt Succession Planning a more common
  practice
• Time Consuming
• No Immediate Results
• Resistance from Managers (threatened)
• Political Instability
• Mentality that Employees are short-term

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Succession Planning

• Why should Succession Planning be a common
  practice?
• Limited Talent Pool
• Leaders/Potential Leaders want to work for
  quality organizations
• Opportunity to identify potential leaders and
  groom for advancement
• Create your legacy!

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Whos in charge of Succession Planning?

• You are!
• You can provide tools and methods to identify
  leaders and skills gaps
• You can create opportunities to engage in
  organizational strategic planning
• You can challenge existing paradigms
• You can advocate changes in existing system
• You can help identify organizational barriers to
  promotion

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Action Steps

• 1. Identify organizations desired leadership
  skills and attributes
• 2. Identify potential leaders
• 3. Identify gaps in skills
• 4. Assess individuals goals
• 5. Share vision with employee
• 6. Assign growth tasks training
• 7. Create pool of potential leaders as incubator
  of future managers

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Mentoring/Coaching
Mentoring and Coaching are key components of
Succession Planning
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The Value of Mentoring/Coaching

• Is an important part of succession planning
• On the job development that is customized to
  the individual
• Flexible formal or informal, same or different
  organizations
• A good mentor-protégé relationship can be
  beneficial throughout a career

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Mentoring/Coaching Is

• A relationship between professionals
• Focused on career development through
• Skill and experience building
• Sharing of insights and ideas
• Evaluation and constructive feedback
• Candor, trust, and confidentiality

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Given the Challenges in the Local Government
Profession

• Everyone has a responsibility to coach or mentor
  someone else
• Everyone has the capacity to be a good protégé.

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Good Coaches

• Model positive, professional behavior
• Create safe environments for growth
• Provide candid feedback when necessary
• Work hard to develop positive, mutually
  beneficial relationships
• Push protégés onward and upward when its time

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Good Protégés

• Take the initiative in scheduling regular time to
  meet with their coach
• Ask for what they need, when they need it
• Use their coach as a resource
• Are open to candid feedback, even when its not
  pleasant to hear
• Work hard to develop a positive, mutually
  beneficial relationship
• Commit to learning from the relationship

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A Challenge!

• Identify someone you would be willing to ask to
  be your coach.
• Identify someone within your own organization who
  you would be willing to coach.
• Describe how you will approach each of these
  people.

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Summary

• Great time to be in local government management
  now and in next ten years
• Careful and deliberate succession planning is key
  to remaining competitive
• Everyone needs to become a mentor and/or be a
  protégé

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Strategies for Preparing the Next Generation

• Questions?
• Comments?
• Timo_at_ci.brea.ca.us