HANDING OVER THE BATON: PAVRO Planning Successful Volunteer & - - PowerPoint PPT Presentation

HANDING OVER THE BATON:

Planning Successful Volunteer & Volunteer Leader Transitions

PAVRO

May 2018

Presented by:

Suzanne Clark, Partner

❑ Develop a plan for off-boarding and on-boarding key volunteers. ❑ Help your key volunteers set the organization up for transition success when planning their resignation or retirement. ❑ Learn strategies to help your next volunteer leader step in with as smooth a transition as possible.

SUCCESS TODAY

Overvie iew

• Defining Transition & Change
• Onboarding & Transition beyond Orientation

➢ What does it look like? ➢ Align, acquire, accommodate, assimilate, accelerate ➢ What is success?

• Executive Transition Management (ETM)
• Preparing your volunteers to step down
• Preparing for the transition – the volunteer director’s role

TRANSITION

tran-si-tion

/tranˈziSH(ə)n/ noun; verb Change Handover Passage

• Def. Transition (Physics)

a change of an atom, nucleus, electron, etc., from one quantum state to another, with emission or absorption of radiation.

Change

an event & has a certain date

Transition

emotional and psychological process that accompanies change

Fear? Excitement? Anxiety?

Onboarding

Bridge between selection of the volunteer and their review

OVER TO YOU....ONBOARDING

• 1. What does it look like in your organization?
• 2. Who is responsible?
• 3. How long does it last?
• 4. What are the target outcomes?
• 5. What part of onboarding do you do really

well?

Onboarding Process

Begins upon acceptance

• f the job

Lasts through the first 90+ days

Studies confirm that when a new employee accepts a position, his or her engagement level for that job and organization is at its highest level.

Onboarding

Builds on engagement & reinforces the employee’s decision

What Does Transition Look Like?

Align Acquire Accommodate Assimilate Accelerate

Adapted from Onboarding: How to Get Your New Employees Up to Speed in Half the Time. By George Bradt and Mary Vonnegut, Wiley, 2009

Hired Align Acquire Accommodate Assimilate Accelerate

What Does Transition Look Like?

Departing Leader Incoming Leader

Speeds up Slows down MOVING IN SAME DIRECTION

Hired Align Acquire Accommodate Assimilate Accelerate

What Does Transition Look Like?

Departing Leader Incoming Leader

Orientation

Event. Information Dump. 1-way flow of information. 1-size-fits-all. Owned and led by HR function. Focus: logistical & tactical. RESULT: @ end, Employee still new

Orientation

Event. Information Dump. 1-way flow of information. 1-size-fits-all. Owned and led by HR function. Focus: logistical & tactical. RESULT: @ end, Employee is still new

Onboarding

Process. Hire → 90+ days. 2-way flow of information - several channels. Customized based on role. Facilitated by HR, led by hiring manager + Employee’s

• wnership & active engagement.

Focus: integrative & strategic. Info in a “just-in-time” model. Allows a “live and learn” experience. RESULT: @ end, Employee is not new

ONBOARDING SUCCESS: Knowledge Relationships Feedback

Feedback is often the missing link Informal feedback is often incomplete or missing entirely

Orientation Hired Align Acquire Accommodate Assimilate Accelerate Planning Meeting Pre-Start Stakeholder Discussions Setup

What Does Transition Look Like?

Paired-up 6-month plan Organizational Audit

EXECUTIVE TRANSITION MANAGEMENT (ETM)

PREPARING TO STEP DOWN

...the ETM way

• 1. PREPARE PHASE

Timeline Communication Responsibilities Reviewing Direction

Dir irector & In Incomin ing Volu lunteer Agenda Meeting

How frequently will the Director and Volunteer Leader communicate? When will meetings occur? Who will set the agenda? What decisions will the Director participate in? How and when will the Volunteer’s performance be formally evaluated? How can the Director and new Volunteer Leader share informal two-way feedback throughout the year?

DATE ACTION PERSON(S) RESPONSBILE NOTES January 10, 2018 Set remuneration and finalize offer letter Alan and Search Committee January 10, 2018 Present offer letter to Rachael Suzanne Benefits summary to be included No later than January 17, 2018 Rachael accepts

• ffer and gives

notice Rachael → Suzanne Suzanne will request that Rachael sends a scan/fax of the signed letter Once Rachael has accepted offer Speak with Brad Alan + Suzanne No later than January 17, 2018 New ED announcements drafted Search Committee No later than January 17, 2018 Board announces new hire to Mark Alan → Mark No later than morning of January 18, 2018 Board announces new hire to leadership team, all staff and volunteers Alan + Unity Team January 18, 2018 Organization announces new ED and send-off celebration for Mark Alan + Mark + Board + Rachael January 19, 2018 Written notice of new ED published and sent to key stakeholders Search Committee (+ Mark) Will need to coordinate with appropriate staff person to get the notice posted on website & social media DATE ACTION PERSON(S) RESPONSBILE NOTES January 19-28, 2018 Onboarding plans finalized & beginnings of stakeholder relationship transfer Alan + Mark + Rachael January 28-29, 2018 (?) Senior Team Retreat Mark + Senior Team + Rachael Ensure that these dates/times/location are provided to Rachael in advance February 1-2, 2018 (or could be the following week) Transition discussion & initial

• nboarding

meeting Alan + Rachael + Mark See suggested meeting topics below (“Board + ED Leadership Agenda Meeting”) February 5, 2018 Rachael starts work Rachael + Mark + Alan Mark and/or Alan greet Rachael on her first day. February 5th 2018, onwards Continuation of transition and

• nboarding

Rachael + Mark See Proposed “First 100 Days” plan below (as prepared by Mark) February 28, 2018 Mark’s last day + celebration Mark + Rachael + Staff + Board Celebration and send-off March 5, 2018 Rachael’s 1 month check-in Suzanne → Rachael Suzanne → Alan March – May, 2018 Continued

• nboarding and

feedback sessions for Rachael Board + Alan → Rachael May 5, 2018 Board chair engages with Rachael in 90 day check-in review Wrap-up of on-boarding

DATE ACTION PERSON(S) RESPONSBILE

NOTES

January 10, 2018 Set remuneration and finalize offer letter Alan and Search Committee January 10, 2018 Present offer letter to Rachael Suzanne No later than January 17, 2018 Rachael accepts offer and gives notice Rachael → Suzanne Once Rachael has accepted offer Speak with Brad Alan + Suzanne No later than January 17, 2018 New ED announcements drafted Search Committee No later than January 17, 2018 Board announces new hire to Mark Alan → Mark No later than morning

• f January 18, 2018

Board announces new hire to leadership team, all staff and volunteers Alan + Staff Team January 18, 2018 Organization announces new ED and send-off celebration for Mark Alan + Mark + Board + Rachael January 19, 2018 Written notice of new ED published and sent to key stakeholders Search Committee (+ Mark)

DATE ACTION PERSON(S) RESPONSBILE January 19-28, 2018 Onboarding plans finalized & beginnings of stakeholder relationship transfer Alan + Mark + Rachael January 28-29, 2018 (?) Senior Team Retreat Mark + Senior Team + Rachael February 1-2, 2018 (or could be the following week) Transition discussion & initial onboarding meeting Alan + Rachael + Mark February 5, 2018 Rachael starts work Rachael + Mark + Alan February 5th 2018, onwards Continuation of transition and onboarding Rachael + Mark February 28, 2018 Mark’s last day + celebration Mark + Rachael + Staff + Board March 5, 2018 Rachael’s 1 month check-in Suzanne → Rachael Suzanne → Alan March – May, 2018 Continued onboarding and feedback sessions for Rachael Board + Alan → Rachael May 5, 2018 Board chair engages with Rachael in 90 day check-in review

Search Organizational Strengthening

• 2. PIVOT PHASE

• 3. THRIVE PHASE

Clarity Support Review

• New role → Personal Trainer
• Encourage to stick with the plan
• Help them focus on positive change & following up
• Successor knows that the outgoing leader will do all they can

to facilitate their positive change

• Remember: the new leader will need to do the work

PREPARING: THE VOLUNTEER DIRECTOR’S ROLE

Preparing for Departure & Transition

• Organizational / role audit
• Defining the transition process & communications
• Support outgoing leader & engage senior team in interim procedures and rules
• Prepare for recruitment
• Facilitate movement to a new beginning & successor

Beginning with the New Volunteer

• Onboarding & welcoming
• Clear communication and expectations with new leader
• Deal with (isolate) legacy issues

PREPARING TO STEP IN

Executiv ive Transit ition Management

...after you’re hired

• Director clarifies post-exit relationship with

parting Leader

• Welcome & onboarding for new Leader
• New Leader & Director discuss goals,

performance measures, mutual accountability & communications

• New Leader & Director agree on plan for 6-

month and annual performance review

• New Leader & Director set timeline for

updating key planning documents

Guid ideli lines for Assim imilatio ion in into a new Cult lture

• Observe how information is communicated
• Learn how decisions are made
• What interpersonal qualities are respected / admired?
• Watch how the team interacts and conducts themselves
• Notice how meetings are conducted
• How does the mission apply (or not) in day-to-day operations?
• On what basis have people been promoted?
• What discrepancies do you see between what is said and what is done?

Adapted from Marge Watters, It’s Your Move, 4th ed., Harper Collins, 2012

Nobody gets muscles by watching me lift weights.

– Arnold Schwarzenegger

❑ Develop a plan for off-boarding and on-boarding key volunteers. ❑ Help your key volunteers set the organization up for transition success when planning their resignation or retirement. ❑ Learn strategies to help your next volunteer leader step in with as smooth a transition as possible.

SUCCESS TODAY (! OR ?)

✓ ✓ ✓

Suzanne Clark, Partner

sclark@fourcornersgroup.com https://www.linkedin.com/in/suzannejclark Background photos from pexels.com and unsplash.com