Su Succe ccession ssion Pl Plan anning ning Jasmine - - PowerPoint PPT Presentation

Su Succe ccession ssion Pl Plan anning ning

Jasmine Garces-King, DNP, RN, CCRN, TCRN, ACNP-BC New Jersey Trauma Center at University Hospital Newark, New Jersey

• Developing professional mentorships
• Identification of leaders with special talents

and traits

• Enhancing high potential visibility
• Enhancing a culture to encourage

development of leadership across institution

• r workplace

Learning Objectives

• Presenter discloses no conflict of interest

relative to this educational activity.

Disclosure Statement

• To successfully complete this course,

participants must attend the entire event and complete/submit the evaluation at the end of the session.

• Society of Trauma Nurses is accredited as a

provider of continuing nursing education by the American Nurses Credentialing Center's Commission on Accreditation.

Successful Completion

Poll #1

Poll #2

Poll #3

• What is succession planning?
• Why is it important?

• Succession planning is a systematic approach to:
• Building a leadership pipeline/talent pool to ensure

leadership continuity

• Developing potential successors in ways that best fit

their strengths

• Identifying the best candidates for categories of

positions

• Concentrating resources on the talent development

process yielding a greater return on investment.

Why is it important?

• Crucial to the success of the organization
• Critical to attaining mission/vision
• NOT optional

• Select competent candidates
• Understand their talents
• Collaborate & create partnerships with others
• Consider new options & ideas
• Educate those around you
• Support & mentor
• Stress values of the organization
• Identify obstacles & barriers
• Organize a logical & orderly plan
• Network to identify potential leaders

• Prepare & risk failure
• Lead by example
• Assess strengths & weaknesses of future leaders
• Nurture the young
• Negotiate and resolve conflicts
• Inspire confidence in the novice leader
• Never stop planning for the future
• Give feedback as constructive criticism &
• pportunities for improvement

Developing Professional Mentorships

Mentors

• Available
• Open
• Responsive
• Engaging
• Positive
• Committed

Mentees

• Lack experience,

knowledge, skill

• Eager to learn
• Insatiable thirst for

knowledge

• Positive
• Committed

Mentor/Mentee Relationship

• Formal/informal
• Goals to deepen insight/develop practice

wisdom

• Give and take
• Mutual respect
• Controversial discussions for ROI
• Quid pro quo to the organization by giving

back through formalized mentorship

Identification of Leaders with Special Talents and Traits

• Needs to occur early
• Mentorship is about relationships/caring
• Regular interaction, communication, meeting

times

• Experiment with small tests of application
• Development is a journey rather than an event

Enhancing High Potential Visibility

• High potentials are the pool of future
• rganizational leaders
• Encourage greater visibility to senior leadership
• Exposure, exposure, exposure!!!

Enhancing a Culture to Encourage Development of Leadership

“When leadership uses a succession or leadership handoff system that provides the right information, tools, and insights, many challenges and possible errors in leadership insight and strategy can be easily avoided”

Enhancing a Culture to Encourage Development of Leadership

• Design/implement formal mentorship/succession

programs

• Create opportunities for narration/storytelling

through regular professional community programs/events

• Provide opportunities for mentors to document

through journal writing/personal articles

Enhancing a Culture to Encourage Development of Leadership

• Support opportunities for mentors to videotape

insights

• Hold live, online, national/international,

moderated sessions for mentors to interact with the larger professional or service community

How Do We Get It Done?

• Demand to engage younger nurses
• Demand for leaders to adapt and exemplify the

emerging model of healthcare delivery

How Do We Get It Done?

• Demand to fulfill the role and contribution

expectations of younger nurses

• Demand to assess and identify potential

practice leaders as early as possible

• Select competent candidates
• Understand their talents
• Collaborate & create partnerships with others
• Consider new options & ideas
• Educate those around you
• Support & mentor
• Stress values of the organization
• Identify obstacles & barriers
• Organize a logical & orderly plan
• Network to identify potential leaders

• Prepare & risk failure
• Lead by example
• Assess strengths & weaknesses of future leaders
• Nurture the young
• Negotiate and resolve conflicts
• Inspire confidence in the novice leader
• Never stop planning for the future
• Give feedback as constructive criticism &
• pportunities for improvement

Summary

• Value of mentoring/sharing
• Broad overview of methods to identify & engage

mentees

• ROI
• Organizational/personal culture change

References

• The Career Handoff – A Healthcare Leader’s

Guide to Knowledge and Wisdom Transfer Across Generations, Malloch & Porter-O’Grady, 2015

• American Nurses Association

http://www.nursingworld.org/MainMenuCategori es/ThePracticeofProfessionalNursing/Leadership

• Integrating leadership development and

succession planning best practices, Grove, 2007

References

• STN Succession Planning

http://www.traumanurses.org/_resources/docum ents/about/succession_planning.pdf?phpMyAdmi n=YUKhXpm3NuRfJ3YccE22H8dYHvf

• Community Foundations of Canada, HR Council

http://hrcouncil.ca/hr-toolkit/planning- succession.cfm

• Center for Creative Leadership

http://www.ccl.org/Leadership/index.aspx

• Future of Nursing Campaign for Action

http://campaignforaction.org/

References

• United States Office of Personnel Management

https://www.opm.gov/policy-data-

• versight/human-capital-

management/reference-materials/leadership- knowledge-management/successionplanning.pdf