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
Learning Objectives • 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 or workplace
Disclosure Statement • Presenter discloses no conflict of interest relative to this educational activity.
Successful Completion • 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.
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
• S elect competent candidates • U nderstand their talents • C ollaborate & create partnerships with others • C onsider new options & ideas • E ducate those around you • S upport & mentor • S tress values of the organization • I dentify obstacles & barriers • O rganize a logical & orderly plan • N etwork to identify potential leaders
• P repare & risk failure • L ead by example • A ssess strengths & weaknesses of future leaders • N urture the young • N egotiate and resolve conflicts • I nspire confidence in the novice leader • N ever stop planning for the future • G ive feedback as constructive criticism & opportunities for improvement
Developing Professional Mentorships Mentors Mentees • Available • Lack experience, knowledge, skill • Open • Eager to learn • Responsive • Insatiable thirst for • Engaging knowledge • Positive • Positive • Committed • 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 organizational 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
• S elect competent candidates • U nderstand their talents • C ollaborate & create partnerships with others • C onsider new options & ideas • E ducate those around you • S upport & mentor • S tress values of the organization • I dentify obstacles & barriers • O rganize a logical & orderly plan • N etwork to identify potential leaders
• P repare & risk failure • L ead by example • A ssess strengths & weaknesses of future leaders • N urture the young • N egotiate and resolve conflicts • I nspire confidence in the novice leader • N ever stop planning for the future • G ive feedback as constructive criticism & opportunities 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- oversight/human-capital- management/reference-materials/leadership- knowledge-management/successionplanning.pdf
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