Succession Planning Gone Wrong: How NOT to Do It

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Interested in learning more about social and organizational networks? This short, on-demand online show will give you the basics about networks: what they are, why they matter, and how high performers use networks to help them succeed. More at: http://partneringresources.com/organizational-networks-and-talent/

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Succession Gone Wrong: A Story of a Failed Succession Plan in 20 Slides Maya Townsend www.partneringresources.com 617.395.8396 Click on the arrow to move from slide to slide in the presentation Presentation © 2008 Partnering Resources.

The Situation ,[object Object],[object Object],Presentation © 2008 Partnering Resources. Case © 2007 Netform, Inc. Used with permission.

WHAT’S ORGANIZATIONAL NETWORK ANALYSIS? Presentation © 2008 Partnering Resources.

Organizational Network Analysis Measures Hidden Networks ,[object Object],Presentation © 2008 Partnering Resources. Image: Gartner, Inc. Used with permission.

If This Is The Organization Chart… Jane is at the individual contributor level on the org chart Presentation © 2008 Partnering Resources.

… to what lies beneath Jane is at the center of this network—10 people work directly with her, as indicated by the solid lines Presentation © 2009 Partnering Resources.

… to what lies beneath What if Jane were to leave the company? Presentation © 2009 Partnering Resources.

$… to what lies beneath Presentation © 2009 Partnering Resources. Without Jane, the organization fractures and forms three silos$

NOW BACK TO THE STORY… Presentation © 2008 Partnering Resources.

The R&D Organization ,[object Object],[object Object],Diane Joe Stan CEO Presentation © 2008 Partnering Resources. Case © 2007 Netform, Inc. Used with permission.

What the Analysis Measured ,[object Object],[object Object],[object Object],[object Object],Presentation © 2008 Partnering Resources.

The R&D Organization’s Work Network ,[object Object],[object Object],Diane is a key player in the work network; she has 9 connections Presentation © 2008 Partnering Resources. Case © 2007 Netform, Inc. Used with permission.

The R&D Organization’s Social Network ,[object Object],[object Object],But Joe and the CEO have a strong social relationship Diane has only four connections, none of which are with the CEO Presentation © 2008 Partnering Resources. Case © 2007 Netform, Inc. Used with permission.

The Recommendation ,[object Object],[object Object],Presentation © 2008 Partnering Resources. Case © 2007 Netform, Inc. Used with permission.

The CEO Retired Presentation © 2008 Partnering Resources. Case © 2007 Netform, Inc. Used with permission.

Joe was Promoted ,[object Object],Joe became the new CEO Presentation © 2008 Partnering Resources. Case © 2007 Netform, Inc. Used with permission.

$Diane Defects ,[object Object],Without Diane, the organization fractured and became deeply disconnected Presentation © 2008 Partnering Resources. Case © 2007 Netform, Inc. Used with permission.$

The Dismissal ,[object Object],[object Object],Presentation © 2008 Partnering Resources. Case © 2007 Netform, Inc. Used with permission.

The Aftermath ,[object Object],[object Object],Stan stepped in as the new CEO Presentation © 2008 Partnering Resources. Case © 2007 Netform, Inc. Used with permission.

WHAT CAN WE LEARN FROM THIS STORY? Presentation © 2008 Partnering Resources.

The Lesson ,[object Object],[object Object],Presentation © 2008 Partnering Resources.

TO LEARN MORE ABOUT HOW ONA CAN HELP YOUR COMPANY… Presentation © 2008 Partnering Resources.

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Organizations still struggle with change. After all our collective years of experience and learning about change, it’s still hard. Part of the challenge is that we still insist on using techniques that assume organizations are like machines. Get the right tool, technician, and process, and the results will follow. The problem is that organizations are comprised of people. People are often unpredictable. We have opinions. We don’t like feeling as if we’re being controlled or treated unfairly. And we really don’t like being treated like machines. Rather than thinking about change as a linear, predictable process, we need a new way. The Change Journey is a process that treats people like people, not like machines.

The Change Journey

The Change Journey

The Change Journey

The statistics on change leadership are dismal. McKinsey Quarterly reported that only 38% of leaders believed their recent transformation effort was better than somewhat successful. And the project success rates (coming in on time, within budget, and to scope) are lower than anyone would like. Clearly, there's room for improvement. In this session given at the 2012 Healthcare Businesswomen's Association Leadership Conference, participants learned what it takes to provide successful change leadership. Specifically, we discussed: - The one method that makes a change initiative 10 times more likely to succeed. - The six ways of creating change in organizations. - How leaders can use the six ways to help create change. - How leaders can choose the best fit for their projects or initiatives. Participants said it was the "best session of the conference!" For more information, see the event post at http://partneringresources.com/event/change-leadership-at-hba-leadership-conference/.

Becoming Change Leader 2012

Becoming Change Leader 2012

Becoming Change Leader 2012

Does networking really make a difference? The answer is a resounding yes! In a study performed by Partnering Resources, 93% of completely successful change initiatives were led by leaders with very strong or strong personal networks. Not one change initiatives described as less successful was led by a leader with strong or very strong personal networks. Furthermore, a recent study featured in Sloan Management Review showed that high performing project teams had almost twice as many non-core contributors affiliated with the team. In this highly interactive session, we learned about the science behind networking. We drew on insights from researchers and practitioners in the social sciences and in business to learned about the networking practices of high performers. We dispelled the myth that people who want strong networks should never eat alone and, instead, we learned about the simple actions that significantly contribute to the health of your network. We merged the art and science by mapping individual participants’ networks, identifying gaps, and developing plans for filling those gaps. Presented October 2, 2012 at The Commonwealth Institute. Event information: http://partneringresources.com/event/art-science-networking-basics-commonwealth-institute/

Art & Science of Networking

Art & Science of Networking

Art & Science of Networking

Some of us will never enjoy walking into a room of strangers and making connections. Does that mean we’re doomed professionally? Not at all! In this webinar, participants learned about the science behind networking and how that science can help engineers, technologists, and introverts make connections successfully and strategically. We drew on insights from researchers and practitioners in the social sciences and business to learn about the networking practices of high performers. We dispelled the myth that people who want strong networks should “never eat alone” and participants learned about the simple actions that significantly contribute to the health of a network. Presented September 20, 2012 for Women in Technology International (WITI): http://www.witi.com/users/teleclass/media/ http://partneringresources.com/event/networking-basics-for-introverts-2/

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~~Slides from May 17, 2012 presentation at the North East HR Association conference~~ How often have you realized, only after an employee has left the company, how critical he or she actually was to the business? Have you ever found your company in dire straits because key positions have been empty for too long? Or have you hired a promising new executive only to see that person fail after just a short time on the job? If so, you’re not alone. Sixty-four percent of new executives hired from the outside fail at their jobs, according to HR Review. And companies regularly fail to recognize the value of individuals or roles until they’re gone. Succession planning helps improve the situation. But the data most companies use to make decisions about development and succession is incomplete. The missing piece is the organization’s networks. Networks show the hidden relationships within organizations and identify deeply trusted employees, subject matter experts, innovation leaders, effective implementers, and problem solvers. They show who is deeply trusted, who people go to for leadership, and who might shine on their performance reviews but can’t work well with others. Knowledge of the information embedded in networks can help leaders identify high potentials more effectively, make better decisions about succession, and craft more accurate and effective development plans. More: http://partneringresources.com/organizational-networks-and-talent/

Using Hidden Networks to Identify and Develop High Potentials

Using Hidden Networks to Identify and Develop High Potentials

Using Hidden Networks to Identify and Develop High Potentials

Project Managers (PMs) are on the front lines of organization change. Yet the statistics on change are dismal. McKinsey Quarterly reported that only 38% of leaders believed their recent transformation effort was better than somewhat successful. And the project success rates (coming in on time, within budget, and to scope) are lower than anyone would like. Clearly, there's room for improvement. In this engaging, participatory session, participants learned about what it takes to become successful change leaders. Specifically, we discussed: • The one method that makes a change initiative 10 times more likely to succeed. • The six ways of creating change in organizations. • How PMs can use the six way to help create change. • How PMs can choose the best fit for their project. This session was presented at the PMI Mass Bay Professional Development Day on May 5, 2012. More: http://partneringresources.com/building-networks-to-support-change-leadership/

Becoming a Change Leader

Becoming a Change Leader

Becoming a Change Leader

Sixty plus people convened on 10/25/2011at the Project Summit in Burlington, MA for a talk on how to be a successful change leader. Not only did we have a lot of fun (the people next door told us they could hear us laughing), we identified practical methods people can use to create change in organizations. The techniques we discussed are based on Grenny, Maxfield, & Shimberg's excellent article, "How to Have Influence" in the Fall 2008 issue of MIT Sloan Management Review. The session was led by Maya Townsend of Partnering Resources. More: http://partneringresources.com/building-networks-to-support-change-leadership/

Becoming a Change Leader (Yes, You!)

Becoming a Change Leader (Yes, You!)

Becoming a Change Leader (Yes, You!)

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These slides, from a May 11, 2010 presentation to the Project Management Institute Central Massachusetts Chapter, explain what PMs can do to boost project success rates through use of networks. From the session description: Influencing without authority is one of the hardest skills to acquire. Yet there is a powerful tool that can help PMs understand how to influence effectively. Underneath organization charts and process maps are hidden informal networks: the webs of relationships that underlie all organization activity. People activate these webs in order to solve problems, gain expertise, and innovate. For years, we have known that these networks exist, but haven't had the tools to leverage them properly. Today, thanks to advances in mathematics and technology, we now have the ability to scientifically identify, map, and analyze networks. In this lively, interactive session, PMs will learn how to identify, nurture, and leverage these informal networks in order to boost project success rates. We'll look at the science underlying informal networks and influencing with authority. We'll review recent findings that show the connections between human network management and project performance. PMs will leave with a greater understanding of the practical steps they can take to use networks to improve project performance. More: http://partneringresources.com/it-alignment-resources/

Hidden Web: How Informal Networks Drive Project Performance

Hidden Web: How Informal Networks Drive Project Performance

Hidden Web: How Informal Networks Drive Project Performance

Influencing without authority is one of the hardest skills to acquire. Yet there is a powerful tool that can help PMs understand how to influence effectively. Underneath organization charts and process maps are hidden informal networks: the webs of relationships that underlie all organization activity. People activate these webs in order to solve problems, gain expertise, and innovate. For years, we have known that these networks exist, but haven’t had the tools to leverage them properly. Today, thanks to advances in mathematics and technology, we now have the ability to scientifically identify, map, and analyze networks. In this lively, interactive session conducted in May 2010 at the Massachusetts Bay chapter of PMI, PMs learned how to identify, nurture, and leverage these informal networks in order to boost project success rates. We looked at the science underlying informal networks and influencing with authority. We reviewed recent findings that show the connections between human network management and project performance. More at: http://partneringresources.com/organizational-networks-and-organization-performance/ and http://partneringresources.com/it-alignment-resources/

Hidden Web

Welcome! Now Get to Work

Welcome! Now Get to Work

Welcome! Now Get to Work

Leveraging Social Networks to Accelerate Change

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Today's organizations are deeply embedded in complex ecosystems. Understanding your company's space in its ecosystem can help you anticipate market challenges and help your company thrive during change. This article, originally published by CIO.com, explains what an ecosystem is and why curing ecosystem blindness is essential for leaders today. More: http://partneringresources.com/change-leadership-resources/

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1. Succession Gone Wrong: A Story of a Failed Succession Plan in 20 Slides Maya Townsend www.partneringresources.com 617.395.8396 Click on the arrow to move from slide to slide in the presentation Presentation © 2008 Partnering Resources.

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3. WHAT’S ORGANIZATIONAL NETWORK ANALYSIS? Presentation © 2008 Partnering Resources.

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5. If This Is The Organization Chart… Jane is at the individual contributor level on the org chart Presentation © 2008 Partnering Resources.

6. … to what lies beneath Jane is at the center of this network—10 people work directly with her, as indicated by the solid lines Presentation © 2009 Partnering Resources.

7. … to what lies beneath What if Jane were to leave the company? Presentation © 2009 Partnering Resources.

8. … to what lies beneath Presentation © 2009 Partnering Resources. Without Jane, the organization fractures and forms three silos

9. NOW BACK TO THE STORY… Presentation © 2008 Partnering Resources.

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15. The CEO Retired Presentation © 2008 Partnering Resources. Case © 2007 Netform, Inc. Used with permission.

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20. WHAT CAN WE LEARN FROM THIS STORY? Presentation © 2008 Partnering Resources.

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22. TO LEARN MORE ABOUT HOW ONA CAN HELP YOUR COMPANY… Presentation © 2008 Partnering Resources.

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