Developing technical talent into high performing leaders was the key theme in Lumenii's Succession Planning webinar. Senior Psychologist, Caitlin Quibell, facilitated the panel discussion with Lashan Moodley-Singh, Human Resources Executive at Right to Care, Thato Matlala, Owner at Pink Onion Africa, and Alvin Meyer, Senior Delivery Consultant at Lumenii.
See the key outcomes from the webinar below.
Key Outcomes from the Succession Planning and Technical Talent Webinar
- The relationship between employers and employees is like the world of dating
- Self-awareness is key to transform technical specialists into leaders
- Succession planning in technical environments has unique challenges
- Look beyond conventional hierarchies to identify critical roles
- Embrace the 70/20/10 principle to develop future leaders
Succession planning isn't just about filling seats; it's about ensuring that every component in the organisational machinery is primed for success. It's about having the right people, in the right roles, at the right time—a formula that can catalyse exponential growth and prosperity." - Caitlin Quibell
The Relationship Between Employers and Employees is Like the World of Dating
Thato Matlala captivated the audience with a novel analogy, likening the dynamics between individuals and organisations to the world of dating. Drawing parallels between personal relationships and professional endeavours, she shared practical insights into what propels leadership performance in technical specialists.
At the core of Thato's analogy is the concept of a partnership between the individual and the organisation, reminiscent of two individuals embarking on a journey together in the realm of dating. Just as two people align their goals and aspirations in a relationship, the organisation and the individual converge with shared objectives of progress and mutual success.
Central to this partnership is the organisation's clarity regarding its purpose and mission within the market. Thato emphasised that organisations should not hire individuals solely based on familiarity or personal fondness. Instead, recruitment should be driven by the imperative to fill specific roles that contribute tangibly to the organisation's purpose and strategic objectives.
"The outcome of the 'dating relationship' between an organisation and an employee is performance. Everything that we do rests on the promise that we make to each other for performance. That performance requires a person to show up, it requires the organisation to show up, and requires both these complex entities to cultivate an environment and a culture that allows them to succeed in this relationship." - Thato Matlala
Once alignment and requisite skills are established, discussions surrounding growth and succession planning come to the fore. Caitlin Quibell weighed in, accentuating the significance of identifying individuals not only based on their potential but also on their motivation and eagerness to progress. The symbiosis between an individual's aspirations and the organisation's culture and strategy is paramount in nurturing a conducive environment for professional development.
Self-awareness is Key to Transform Technical Specialists Into Leaders
Thato posed a rhetorical question during the webinar: "Why do organisations bother to do succession? Because companies need to grow. Change happens every day and people must grow." She highlighted the core driver to transform technical talent into people managers: Self-awareness.
Thato shared that self-awareness is the foundation of self-mastery. Developing the self-awareness of our succession pool starts with talent assessments, to help us understand their agility, potential, personality, motivations, strengths and interests - and marry these to the future needs of the organisation. Once we have these insights, we can work with people on a human level to grow and develop their self-awareness and, by extension, their leadership ability.
Succession Planning in Technical Environments has Unique Challenges
"In a highly technical environment where specialised skills and knowledge is indispensable, the risk associated with poor succession planning can be particularly damaging." - Lashan Moodley-Singh
Lashan Moodley-Singh unpacked his approach to succession planning, from the perspective of a non-profit, healthcare organisation that faces many unique opportunities and challenges.
At the heart of Lashan's discourse is the recognition that not all technical specialists aspire to ascend to leadership roles. Line managers play a crucial role in discerning the career goals and aspirations of their team members, thereby facilitating a tailored approach to succession planning that respects individual paths.
Lashan reiterated the essence of succession planning as a strategic process aimed at identifying and developing future leaders to ensure organisational continuity in the face of change. Drawing from his own organisational context, he illustrated the risks inherent in overlooking succession preparedness, particularly in environments with a proliferation of technical specialists.
The departure of a seasoned technical specialist without a well-prepared successor can accelerate disruptions in operations, project delays, and a loss of competitive advantage. Lashan pointed out that succession planning often falls short due to a narrow focus on top-level roles, neglecting the ripple effects of gaps created by middle managers transitioning into senior or executive positions. He highlighted that organisations can sometimes unintentionally "form a talent vacuum" if they don't look at succession planning holistically.
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Look Beyond Conventional Hierarchies to Identify Critical Roles
Lashan noted that identifying critical roles should be one of the first steps in a succession planning process, as by doing so, "you'll be able to essentially plan for smooth functioning of your technical operations."
Lumenii's Alvin Meyer added to the conversation by sharing his succession planning experience and best practices, chief of which is the need to first identify the focus of your succession efforts. Identifying mission-critical roles is a foundational step that involves envisioning the future landscape of your organisation. He advocated that organisations should look beyond conventional hierarchies and the current picture to identify roles that drive strategy and ensure operational continuity. These roles may not always fit traditional moulds; they could be emerging positions necessitated by evolving market demands.
"Develop a really concise list of mission critical roles to focus in on. A top tip here is to classify your critical roles against job level, their strategic impact, their impact on operational continuity and the ability to fill the role in the talent market place." - Alvin Meyer
Embrace the 70/20/10 Principle to Develop Future Leaders
The goal of any succession process should be to translate the strategic outcomes into practical employee development and career opportunities. This can also be a step that organisations struggle with, given limited time, budget and resources. Alvin shared his positive experiences in working with "person-specific blended learning journeys."
He stated that the 70/20/10 method works very well, where:
- 70% of the time is focused on highly practical experiences and exposure within the business,
- 20% of the time is focused on learning by having a coach or mentor accessible to you, and
- 10% of the time is focused on classroom based learning.
One budget-friendly development strategy, according to Alvin, is to pair successors with mentors, who can pass on institutional knowledge, give the potential success greater visibility in the business, and provide access to different forums where they can gain practical exposure.
He also noted that "being in the future role is not the only way to gain practical exposure. We've seen companies create wonderful stretch assignments, give people leadership responsibilities for a team or a project, for example."
- About the Panel Involved at the Solving Succession Planning Webinar
Lashan Moodley-Singh is an experienced Chief Human Resources Officer with a demonstrated history of working in the hospital and health care industry.
With nearly two decades of experience in the People function, Business, and Corporate, Thato Matlala has diverse skills and competencies in Strategy and Operations, Learning and Development, HR Business Partnering, and Organisational Effectiveness.
Alvin Meyer is a registered psychology practitioner with 15 years of experience in I/O Psychology, in extensive roles from Strategic Account Manager to Professional Services consultant.
Caitlin Quibell has held the role of Senior Psychologist at Lumenii since 2016. She has a long history of experience specialising in talent management, consulting, research and assessments.
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Lumenii's team of expert psychologists regularly collaborate to share their ideas and knowledge. The latest case studies, thought leadership, and research.