MichaelBell GregoryPalmertree MarkSchultz Cohort2

SEMPERPARATIS: MARINECORPSINTELLIGENCESUCCESSIONMANAGEMENTINITIATIVE

Introduction Thepurposeofsuccessionplanningistoprepareanorganizationforrisksassociated withtheplannedorunplannedlossofknowledgethatiscriticaltothesuccessofthe organization.Toaccomplishthis,aneffectivesuccessionplanningmodeldevelopsemployeesto ensurethattheorganizationhashighlyqualifiedemployeeswhoarecapableoffillingcritical positions.Successionplanningisakeyelementtobothworkforceplanningandstrategic planningingovernmentagencies. i ii UnderanewIntelligenceCommunity(IC)seniorsuccessionmanagementinitiativein 2009,theOfficeofDirectorofNationalIntelligence(ODNI)beganholdingtheICaccountablefor leadershipcontinuityandtaskedeachagency,includingMarineCorpsIntelligence(MCI),to developasuccessionplanforkeyleadershippositions(KLPs).Thegoalistodevelopathree yearsuccessionplanninghorizonfocusedonthetop510seniorleadershippositionsat successionrisk.Figure1providesanoverviewofthesuccessionmanagementprocess identifiedanddisseminatedtoeachICagencybyODNI. iii


Figure1:ICSeniorSuccessionManagementOverview

Inher2002AppliedResearchProject(ARP),SharonLeycreatedasuccessionplanning modelbasedontheneedsoftheTexasStateBar.Thisresearchprojectexpandsonthepractical idealmodeldevelopedbyLeytoincludeelementsofsuccessionplanningthatcanbeappliedto federalagencies,includingtheIC,basedonemploymentregulationsandappliesittothe successionplanningprocessforMCI. iv v ((Note:ForthepurposeofthispaperandtheODNI task,MCIisdefinedasMarineCorpsIntelligenceorganizationslocatedatHeadquartersMarine Corps(HQMC)IntelligenceDepartment(IDept)inArlington,VirginiaandtheMarineCorps IntelligenceActivity(MCIA)inQuantico,VA,aswellasoutofareaMarineForces.)) Literatureindicatesthatregardlessofsize,thesamefundamentalconceptsand practicesthatinspireabestpracticesuccessionmanagementsystemapplytoallorganizations. However,smallorganizationsciteanumberofuniqueconditionsthatmaymakethe implementationofcertaintypesofsuccessionmanagementandleadershipdevelopment initiativesmoredifficult.Inlightofthesechallenges,thispaperexaminespracticesthatsmaller organizationsmayimplement,eitherbyapplyinggeneralconceptsunderlyingthetacticsorby reducingthescaleonwhichtheyareexecuted. vi

PurposeandScope MCIisrequiredtodevelopathreeyearsuccessionplanforKLPs.Thispaperprovidesa comprehensivedescriptionandessentialbackgroundinformationofsuccessionplanning,along

withthebenefitsandrisksofimplementingsuccessionplanninginfederalgovernment agencies.Thepurposeofthisresearchisthreefold:
First,basedontheARPofSharonLey(2002),aswellasliteraturepertainingtothesubject,it describesthecriticalcomponentsofanidealsuccessionplanforfederalgovernmentagencies. Second,utilizingthepracticalidealtypecharacteristicsandconceptualframeworkmodel,it assessesandoffersstrategiesforimplementinganeffectivesuccessionplanforMCI organizations. Finally,basedontheassessmentofmethodologiesandtoolsresearched,recommendations havebeenmadetoMCIoneffectivemethodsforimplementingsuccessionplanning. vii

Assumptions AfterperformingextensivereviewofexistingliteratureaswellasMCI,andother governmentpolicyandstrategicdocumentsrelatedtoorimpactingsuccessionmanagement, wehavedeterminedthefollowingkeyfactorsorassumptionsshouldbeconsideredwhen applyingrealisticsuccessionplanningmethodologiestoMCIorganizations:

ODNIrequiresathreeyearsuccessionplanforKLPswhichshouldbeupdatedannually. viii ThereisnosuccessionmanagementplanorstrategyforseniorleadershipwithinMCI. ix x MCIContinuityofOperations(COOP)plansdonotdesignatealternatepersonneltoassume seniorleadershippositionsorrolesincasecurrentleadersareunabletoreporttotheCOOPsite forduty. Meritsystemprinciplesprohibitpreselectionofspecificpersonnelforseniorleadership positionsinMCI. xi MCIorganizationsmeetrecruitingneedsonareactionarybasisonly,anddonothaveacareer developmentprocessthatenablesuccessionmanagement.

Challenges/Restraints SummarizedbelowarethechallengesthatsmallorganizationssuchasMCIfacewith respecttosuccessionmanagement.AppendixAprovidesalistofimperativesandpractices thatsuchorganizationsmayconsider. xii

Challenge#1:LimitedDevelopmentalOpportunitiesflatorganizationalstructureandlimited numberofpositionslimitsthetypesofavailableopportunitiestodevelophighpotentialsor successorcandidates.

Challenge#2:LimitedPoolofPotentialLeadersorganizationalsizeinherentlylimitsthesizeof thetalentpoolfromwhichtochoosepossiblesuccessors. Challenge#3:LimitedStaffSupportandBudgetaryResourcessmallerorganizationand trainingbudgetlimitstheamountofdedicatedresourcesavailableforsuccessionmanagement orleadershipdevelopmentactivities.

Challenge#4:LackofUrgencyAroundtheIssuemanagersbusyschedulesandabsenceof accountabilityandincentivesleadtoalackoffocusandawarenessregardingtheurgencyof successionmanagement.

Discussion Whileturnoverisaninevitablefactorthatallorganizationsface,successionplanning providesamethodofensuringthatlossofkeypersonneldoesnotprovedetrimentaltothe organization.InthecaseofMCIandinthescopeoftheODNIsuccessionmanagement initiative,thisstudyrecommendsthatseniorlevelpositions(DISLorSES)areprimecandidates forsuccessionriskassessment.Therationaleliesinstructureofourorganization,ourrelatively smallnumberofseniors,andthecapabilitiesrequiredoftheseindividuals.Theseniorsdonot havedeputiesbutinmostcasesaredeputiestomilitaryofficersorstandaloneentitieswho exhibituniqueresponsibilitieswithinMCIandintheIC.Ontheotherhand,MCIsBands5s (GG15s)areprimarilymanagementpositionsgenerallyassistedbydeputiesoroperations officers.Managementskillsetsaremuchmoreportableandgapscanbecoveredmoreeasily thantheseniors.AttheBand4level(GG13/14),thereareseveralcriticalsubjectmatters experts(SMEs)whoalsomightbeconsideredforsuccessionrisk.Successionmanagementis onlyonewaytoprotectfromknowledgeloss.Changestoorganizationalstructurecanbridge gapstocriticalpositionsandlessentheimpactofknowledgeloss. AccordingtoHumanCapital(HC)reports,approximately,32%ofMCIBands4and5will reachtheirminimumretirementagewithinfiveyears.Additionally,23%ofallMCIemployees willreachtheirminimumretirementagewithinfiveyears.Theseemployeesretainawealthof
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knowledgegainedthroughyearsofexperience.Clearly,thisposesapotentialthreattothe continuityofcorporateknowledge,experienceandinnovation.Successionplanningisa methodofgroominglesstenuredstafftoensuretheavailabilityofcapablepersonnelreadyto assumekeyorcriticalpositions. Stakeholderprogramsarelinkedtosuccessionmanagementthroughsharedprioritiesor relyoncoordinationorcollaborationforsuccessfulexecution,especiallywithinsmall organizations.Itisabsolutelyessentialtoidentifykeystakeholdersforsuccessfulsuccession planning.WithinMCIandtheMarineCorpsasawhole,theseincludebutarenotlimitedtothe following:

Leadershipprograms JointDutyAssignments(JDAs) CompetitivePrograms(i.e.,MarineCorpsCommandandStaffCollege,orIndustrialCollegeof theArmedForces) Mentoringprograms TrainingandEducationprograms CareerDevelopmentProgram(CDP) IndividualDevelopmentPlan(IDP) InternalandExternalRecruiting ContinuityofOperationsPlans(COOP) StrategicPlans HumanCapital(orWorkforce)StrategicPlans IntelligenceCommunityOversightPrograms

ConceptualFramework Thisresearchexpandsonthepracticalidealtypeconceptualframeworkforsuccession planningdevelopedbySharonLey(2002).AccordingtoPatriciaShields,practicalidealtypes providebenchmarkswithwhichtounderstandandimprovereality.Inthiscase,thepractical idealtypeoutlinestheidealelementswithwhichallsuccessionplanningmodelsshouldbe based.

Inlookingatapplyingsuccessionplanningtofederalagencies,itisessentialtoexamine regulationsonhiringandpromotionsinordertoensurethatthemodelcomplies.The remainderofthispaperprovidesanexaminationandjustificationoftheelementsofa successfulsuccessionplanthroughareviewofpertinentliteratureandprovidesvariousfactors andrecommendationsonhowtheseelementsapplytoMCI. Theconceptualframeworkofthispaperconsistsofthefollowingcategoriesasdepicted inFigure2.

1.Top Management Support

7.Partof StrategicPlans

2.Dedicated Responsibility

6.Extendsto AllLevelsof Org

Effective Succession Plan

3.Needs Driven Assessment

5.Focused Individual Attention

4.Professional Development Opportunities

Figure2:SuccessionPlanningConceptualFramework

1.TopManagementSupport Beforesuccessionplanningcanbeimplementedinanyorganizationitisimperativethat organizationsobtainbothleadershipandexecutivebuyinfortheinitiative.Literaturecautions thatwithoutthissupport,evenifasuccessionplanisidentified,theplanwillnevertakeflight withinthecultureoftheorganization.Indeed,accordingtoBillByham,theCEOof DevelopmentDimensionsInternational(DDI),successionmanagementhastobeasenior managementprogram.Executivesandmanagersareuniquelypositionedtoassesshowtheir

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missionwillbecarriedoutandtoidentifythehumancapitalcapabilitiesneededtodoso effectively.Itistheresponsibilityofleadershiptosetthestandardforimplementationofthe programbyleadingthroughexample,thusinstillingtheimportanceoftheplan.Theleadership andexecutivestaffwithinanorganizationaretheconnectinglinkbetweendirectionand managementofasuccessionplanandareresponsiblefortranslatingdirectionandgeneral policiesintomorespecificpoliciesandprograms. Managementisresponsiblefordeterminingthecriteriaofanorganizationssuccession plan.Inadditiontospecifyingtheconditionsunderwhichasuccessionplanningprogramwill beinitiated,executiveandmanagementstaffareresponsibleforensuringthattheplanis carriedout.Successionplanningshouldbeincorporatedintoemployeeperformance evaluations,anditistheresponsibilityofmanagementtoensureemployeesareawareofthe conceptsandprocessesinvolved.Giventheimportanceofobtainingseniorleadershipand managementsupport,organizationsmaydevelopformalprocessestocommunicatethevalue of,andultimatelysecuresupportforsuccessionplanningactivities. 2.DedicatedResponsibility Aswithanyprogram,asuccessionplanshouldhaveaprojectplannerorteamassigned toadministeritandensurethattheplanstayscurrentandrelevant.Withoutaplanner dedicatedtoensuringthattheprogramisbeingutilized,therewillbenoaccountabilityforthe planssuccess.Theplannermustbetemperamentallyinterestedindetails,andhavethe capacityforextensiveanalysisandsynthesis,aswellashaveboththemanagementand employeeperspectivesinmindinordertotrackfuturesuccessionplanningneedsofthe organization.Successionplanningisanongoingactivitythatmustbemonitoredonce established;itissomethingthatformsasubsetofbroaderorganizationalapproachesto workforceplanningwhichseektoensureingeneralthattherightpeopleareintherightplace attherighttimetoachievemissionsuccess.Havingasinglestaffinplacetomonitorsuccession planningfostersasystematicapproachinwhichtheorganizationcanimplementtheprocess. Inadditiontocommunicatingthevalueofsuccessionmanagementtotheorganization, literaturesuggeststheimportanceofkeepingleadershipupdatedonthecandidatesconsidered

forsuccessortalentpools.Periodicupdatesonthesuccessionplanningprocessshouldbe providedthroughoutthecourseoftheyear.Ultimately,whileitistheleaderships responsibilitytodrivesuccessionplanning,theprojectplannerandHCplayaroleinensuring thatthestaffisawareofgovernanceissuesanddevelopmentswithrespecttoleadership objectives. 3.NeedsDrivenAssessment Inordertocreateaneffectivesuccessionplanningmodel,anassessmentofcurrent employeesskillsandinterestsmustbecompleted.Throughaneedsdrivenassessment,an organizationcanidentifywhatpositionsaremissioncriticalandwhatskillsetsarenecessaryfor performingthedutiesrequiredofthosepositions.Missioncritical,orkeypositionsinan organization,arethosethathaveasignificantimpactontheworkthatneedstobeperformed. Leyexplainsthatitisnecessarytoperformaneedsassessment,asitisessentialtoidentify criticalskillsetsinordertodeterminehowtomosteffectivelyimplementallsuccession planningcriteria,suchastrainingrequirements. Onewaytodeterminewhichpositionsarecriticalistoperformanassessmentofthe competencylevelsofcurrentemployees.Thiswillhelpdeterminethenumberofthose availableandcapableoffulfillingfuturefunctionalrequirements,aswellaswhatrecruitment, training,andotherstrategiesneedtobeemployedtoaddressworkforcegapsandsurpluses. Aneffectivewaytoconductthisassessmentisthroughachecklistincludingratingsof competencylevelssuchas:advanced,intermediate,beginning,ornone.Ideally,eachmanager andemployeeshouldconducttheassessment,andthencollaborateontheresults.Another methodofconductingtheassessmentisthroughcapabilitytemplates,whichcanbeusedasa basisforbenchmarkingtheskillsrequiredforcriticalrolesandguidinglearningand developmentforthoseindividualsidentifiedashavingpotential. Inassessingtheneedsofanorganization,itisoftenalsoappropriatetoperform externalbenchmarkingbystudyingexternalrecruitmentmarkets.Forexample,through assessingwhatpositionsareinhighdemandatotherICagencies,programscanbetter understandtheirpotentialorriskofretainingcriticalpositionsinthefuture.Inthisassessment,

theorganizationcandrawonademographicanalysisflowingfromthebroaderworkforce planningframework,andanalyzethegapbetweencurrentcapabilityforkeyrolesandfuture requirementstoidentifystrategiesforclosingthegap. Effectivesuccessionplanninginvolvespreparingtheorganizationforachangein leadership,butitalsoincludesassessingwhathasbeenvaluableandhowthatcanbepreserved inthefuture.Oncekeypositionshavebeendeterminedthroughtheneedsdrivenassessment, asuccessfulsuccessionplanshouldincludebuildingajobprofileforeachposition; communicatingprimaryknowledge,skills,abilities,andattributesrequiredforkeyjobs; developinganinventoryofprospectivecandidates;designingaplanforeachcandidate;and providingdevelopmentopportunities.HigherlevelHCandtypicallytheorganizational developmentdepartment,cancreatethestandardguidelinesandtoolsfortheoverallprocess, whichlocalHCcanthencustomizetofitfunctionorareaspecificneeds(e.g.,competencies). 4.ProfessionalDevelopmentOpportunities Beyondidentifyingwhatskillsetsandknowledgebasesarerequiredforkeypositions,it iscrucialthatasuccessionplanprovideamethodorplanforprovidingemployeesthe opportunityforprofessionaldevelopment.Sinceexperienceandjobknowledgearehighly valuedforsuccession,itisnecessarythatorganizationsprovideemployeeswiththe opportunitytodevelopandadvancetheseskills.Theseopportunitiescanbeaccomplished throughjobassignments,training,orjobrotation,anditisoneofthebestwaysforemployees togainadditionalknowledgeandskills.Otheropportunitiesforprofessionaldevelopmentcan include:specializedtrainingprograms,conductinglessonslearnedmeetings,developingjob aids,allowingemployeestoworkcloselywithkeystaffmembersortoshadowother employeeswhoareormaybedeparting,andestablishingaformalmentoringprogram.When providingthesedevelopmentopportunities,itisimportanttodevelopcleartimeframesand performperiodicevaluationtomonitortheeffectivenessoftheprogram. Successfulsuccessionplanningmodelsshouldincludeplannedcareerpathsfor employees.Careerpathsprovideemployeesamapfromtheircurrentpositiontotheposition theyaspiretoreach.Specifically,careerpathsshouldprovideinformationonwhatskillsets

andknowledgebasesanemployeewillneedforpositionsinthefuture,andoffersuggestions onwhattraininganddevelopmentopportunitieswillprovidethoseskills.Crosstrainingorjob rotationisamongthemosteffectivemeansofdevelopingemployeesunderstandingofspecific functions.Disseminatingresponsibilityforjobfunctionsamongmultipleemployeesiscritical forsuccessionplanningbecause,inordertoavoidgapsinknowledge,severalemployeesmust betheownersoftheknowledgeinanorganization.Whileformalizedtrainingcanbeusefulfor developinganemployeesknowledgeandskillbase,organizationalknowledgeisgained primarilythroughfirsthandexperience.Crosstrainingandjobrotationprovidesemployees exposuretoarangeoforganizationalfunctions,thusallowingthemtogaintheexperience neededtofillanygapsininstitutionalknowledgecreatedbyattrition. 5.FocusedIndividualAttention Inaperformancebasedselectionsystem,individualemployeescanbeputina leadershiptrackbybeingtaskedwithaspecialassignmentthatallowshimorheropportunity togrow.Often,leadershiptracksareguidedbycareerpaths,whichprovideemployeeswitha roadmaporsteppingstonesallowingthemtomovefromtheircurrentpositiontotheirdesired careerinterest.Inprovidingemployeeswithcareerpathsandlisteningtotheircareergoals anddesires,anorganizationplacesapersonalresponsibilityontheemployeetoensurethat theircareergoalsareachieved.Ultimately,individualsareresponsiblefortheircareerand accountableformeetingdevelopmentalobjectiveswhileatthesametimegainingand demonstratingnewcapabilities;therefore,employeesshouldbeenabledtoselecttrainingthat suitstheircareergoals.Thiswillalsohelpincreasesustainabilityfortheorganization. Inordertomakeemployeesaccountableforthisdevelopmentalresponsibility, advancementsinthecareerpathshouldbeexplicitlyoutlinedinemployeeIDPs,andreinforced throughDCIPSperformanceobjectivesandreflectedinselfassessments.Duringthe performanceevaluation,individualsandmanagersshoulddiscussperformance,potentialand development,andcontributeconstructivelytotheimplementationofdevelopmentplans. Dovetailingthecareerdevelopmentplanwiththesuccessionplanprovidesexponentialvalue totheorganizationaswellastoitsemployees.

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6.ExtendstoallLevelsoftheOrganization Mostoften,whencreatingasuccessionplan,agenciesfocusonupperlevel managementpositions,butinactuality,therearemanypositionsthroughoutanorganization thatarecriticaltoitssuccess,thusinimplementingasuccessionplan,organizationsshould identifytalentatalllevels.Inadditiontomanagementpositions,otherpositionsthatareoften chosenforsuccessionplanningareinformationtechnologyspecialists,senioranalysts,and frontlineoperationspersonnel.Theseareallpositionsthatrequireanintimateknowledgeof anorganizationthatoftenanoutsidecandidatewouldnotpossess.Asuccessioncultureshould bedevelopedatalllevels,notjustatthetop,withsharedresponsibilityforsuccession managementacrosstheorganization.Anorganizationshouldtakeintoaccountthecareer aspirations,valuesandpreferencesofallemployees,whoaregiventheopportunitytoexpress interestinpursuingleadershiproles.Indoingthis,anorganizationwillbuildasupplyofcapable staff. Successionplanningshouldbeopenlycommunicatedthroughoutanorganization,as leadershiptrendsareincreasinglyfocusingonsharingknowledge,helpingotherslearn,and buildingcommitmentandmotivation,withanemphasisonidentifyingcompetenciesthatare mostcriticalfororganizationalsuccess.Thesecorecompetenciesarethosethatareembodied acrosstheorganizationandbetweenjobtypes.Individualcompetenciesshouldbeexamined whendeterminingwhatcompetenciesaremostimportantattheorganizationallevels.Ifthe individualcompetenciesintheworkforcearenotcongruentwiththoseneededbythe organization,workforceplanningshouldpinpointthesegaps.Communicationplansfor successionplanningshouldbecreatedtoencompasskeymessages,methodsforgathering feedbackandappropriateusesofvarioustechnologies.

7.PartofStrategicPlans Intheongoingrushofactivities,competingdemandsforattention,andthepressofday todaydecisions,focusingonaviableandresponsivestrategicagendaisoffundamental importance,andsuccessionplanningisakeycomponenttotheoverallstrategicplanforan organization.Thestrategicplan,whichalsoincludesaworkforceplan,providesadescription

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andanalysisofwheretheorganizationis,andwhereitwillbeinthefuture.Strategicplanning providesthevisionandmeasurableprogramobjectives,andtheworkforceprovidesamean throughwhichtheobjectivesofthestrategicplanwillbeachieved.Workforceplanningisa comprehensivelookatthedemographicsofanorganizationsworkforceinordertoanticipate vacancies,conductsuccessionplanningefforts,andcoordinatepersonnelactions,thusthe workforceplan,asasubsetofthestrategicplan,determineswhichpositionsshouldbe includedinsuccessionplanning. Theworkforceandstrategicplanspinpointgapsandsurplusesinpositionsthroughout theorganization,aswellasidentifywhatpositionsaremostcritical.Successionplanningis includedinworkforceandstrategicplansasameansofaddressingstaffinggapsandsetting measurablegoalsandtimeframes.Throughworkforceplanning,HCensuresthatthe organizationhasthenecessaryworkforcecapacitytomeetitsstrategicgoalsby:definingthe current,near,andfarfutureworkingenvironments.

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Table1belowprovidesachecklistofthepracticalidealtypecategoriesforaneffective successionplanasdescribedintheconceptualframeworkabove.
TopManagementSupport Managementisresponsiblefordeterminingcriteriaofsuccessionplan Managementisresponsibleforensuringsuccessionplanisfollowedonceimplemented NeedsDrivenAssessment Externalbenchmarking Assessmentofcorecompetenciestodeterminegaps,neededskills,andwhatpositionsneed successionplanning ProvideProfessionalDevelopmentOpportunities Typesofopportunities Careerpaths FocusedIndividualAttention Listentoemployeesgoals/desires Individualsmaketrainingchoices Includeinperformancemanagement DedicatedResponsibility Designatecoordinatororprojectplannerthatkeepsplancurrent Systematicapproach Keepstrackoffutureneeds ExtendstoallLevelsofOrganization Identifytalentatalllevels Opencommunicationandknowledgeofplan PartofStrategicPlans Strategicplandetermineswhichpositionswillbeinsuccessionplan Havewrittenpurposestatementandmeasurablegoals
Table1SuccessionPlanChecklist

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TheHumanFactor Aswevelearnedfromtheresearchdetailedabove,successionmanagementservesan organizationbylesseningtheimpactofknowledgelossofkeypersonnelandeasingthe transitionofthechosenreplacements.UnderMeritSystemsPrinciples,succession managementmeansapoolofqualifiedcandidatescompetingfortheimpendingvacated position,sotheserecommendationswillbeappliedacrossallcandidatesinthepoolgivingeach equalopportunitytocompetewithoutfavoritism. Adocumentedandrepeatableprocessforsuccessionmanagementisessential.This shouldnotbeastaticprocess,butcontinuouslyrunningandupdatedannuallyaccordingto ODNIguidance.Sincegovernmentisnotrunwithaprofitmotive,theeffectonmissionofa poortransitiondoesnothaveameaningfuldollarfigureattached.Instead,thelackofa successionmanagementplanorapoorlymanagedonecanbegapsinleadership,anddelaysin organizationalresponsivenessthatcandamagecredibilityandeffectivenessleavingyour customeradriftanddisillusionedwithyourorganizationscommitmenttothemission. Questionstobeasked:
Whoarethekeypeople? Dotheyknowwhattheirresponsibilitiesare? Aretheyengagedwiththeprocess?

Aswithsomanyprocessesthatcanbecomebureaucratic,theoverlookedfactoristhe humanfactor.Dontforgetaboutthepeopletransitioningout.Itmayseemobvious,butthe keyfocusofthisprocessshouldbebringingthekeypersonnelintotheprograminsucha mannerthatputsemphasisontheirimpactonfuturelongevityandsuccessoftheorganization. Thesuccessionmanagementprocessshouldnotgivetheappearanceoftryingtopushthem out.Ifthishappens,itwillmostlikelyresultinarockyprocessandaresentfulseniorfighting theplanratherthanfacilitatingthetransition. Timetoadequatelyruntheprocessisalwaysvariable.Willtherebeenoughtime?This isoccasionallydictatedbyexternalfactors;retirement,permanentchangeofstation,etc. However,thehumanfactoroftendelaysinitiationoftheplan.Itsnaturalforkeypersonnelto feeltrepidationaboutleaving.Theymayfeel:
Imnotreadytogoyet. 14

Ihaventmadeupmymind. Ihavemanygoodyearsleftinme. Whatiftheyconsidermealameduck?

Thevariabilityinvolvedwiththehumanfactoristheexactreasonwhyasuccession managementprocessshouldbeinplaceandrunningcontinuouslytopreparethefieldof successioncandidates.Tocounterthepotentialdelayscausedbyhumanfactors,keypersonnel shouldbeencouragedtotakeanactiveroletopreparethefieldofsuccessorsthroughvigorous mentoring,shadowing,andcoaching.Makingcoachesavailabletotransitioningkeypersonnel willhaveahighreturnoninvestmentbyincreasingcommitmentandensuringaneffective processthatpassesthebatoninaseamlessway. MCIispartofthelargerIC.Itisthesmallestofsuchagencies.Keypersonnelthatleave theorganization,perhapstransferringtootherICagencies,canstillmaintainakeyroleinits futuresuccessasgreybeards,situationalmentors,andsupportersofitsfoundationwithin thecommunityorperhapswithlawmakers.Asuccessionthatgoesbadlymakesthispost transitionscenariolesslikely. Acaseforinternalsuccessors:
Providessomeonethatunderstandsthemissionandinternalworkingsoftheorganization. Createsgrowthwithintheorganization.Arisingtidefloatsallboatsprovidingacareerpath. Providesaquicktransitionsotheorganizationdemonstratestoitscustomersareturnto effectivebusiness. Ifexternalexperienceisconsideredvalueaddedfortheposition,thesuccessioncandidate poolshouldconsiderutilizationofJDAs.

Conclusion/Recommendations

AlthoughMCIalreadyhasmanypreliminaryelementsandstakeholderprograms establishedtosupportsuccessionmanagement,acohesiveplandoesnotexistandneedstobe completed.Inordertofullyimplementasuccessfulsuccessionplanningmodelinaccordance withODNIrequirements,theorganizationshouldfocusoncreatingaformalizedand standardizedapproachtosuccession.AppendixBprovidesaseriesofsamplesuccession

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planningtemplates. xiii OnceaSuccessionPlanningTeam(SPT)isformulated,thesetemplates couldbeutilizedtoinitiatetheprocessandhelpmaintainaneffectiveplan. Ofnote,theSuccessionPlanningStatusWorksheetExample(AppendixB)showsthat fivepositionsshouldreceivethehighestpriorityinthesuccessionplanningstrategy.However, limitingthestrategytofivepositionswouldlimitthenumberofpotentialleaderstargetedto receiveleadershipdevelopmentalopportunities,andwhocouldfillleadershipvacancies.We recommenddevelopinganaccelerationpool(ortalentpool)ofhighpotentialemployeesto receiveenhanceddevelopmentalexperiences.Byusinganaccelerationpool,MCIcanincrease thenumberofemployeeswhowillbepreparedtostepintoKLPs.Also,theSPTwillneedto exercisecareindevelopingaplanforselectinghighpotentialemployeesfortheacceleration pool.TheSPTshouldconsiderthefollowingwhenidentifyinghighpotentialemployees:
MCIwillbeexpendingsignificantresourcesontheenhanceddevelopmentofthosein theaccelerationpoolitisimportanttoincludeonlythosewhohaverealpotentialfor leadershippositions. Itisequallyimportanttodevelopaprocessthatensuresthateveryemployeewith leadershippotentialisfairlyandthoroughlyconsideredforparticipation. Aspreviouslymentioned,becauseMCIisafederalagency,theselectionprocessmust conformtomeritsystemprinciplesoffairandopencompetition. MCIwillalsowanttoensurethattheselectionprocessresultsinadiversegroupof employeestoincludeintheaccelerationpool.

AdditionalRecommendations FollowingareadditionalrecommendationsforfullyimplementingsuccessionplanningatMCI:
PeriodicjobrotationofkeyBand4/5(GG14/15)employeeswithinallelementsofMCI. Includesuccessionplanninggoals/requirementsinperformanceobjectivesforKLPsandother highpotentialemployees. Includesuccessionplanninggoals/requirementsintheMCICDPandemployeeIDPs. Identifyabillet/persontobeassignedastheSuccessionManagementPlanner(possiblythe MCIAStrategicPlanner)andleadtheSPT.

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EstablishaSuccessionPlanningandCareerDevelopmentpanelofexpertsfromacrossMCIto meetatleastquarterly. IncludetheconceptandimplementationofSuccessionPlanningintheMCIStrategicPlanaswell astheCOOPthetopdownapproachwillcompelothersacrossMCItoadoptandimplement thechange.

ForeachbilletorKLPidentifiedasessential,ensuretheyareactivelyenrolledandengagedin mentoring/coachingprogramstofacilitatedevelopmentofsuccessorcandidates. LeverageuseofJDAstosupportsuccessionplanningthe9BlockModelxiv (Figure3)intheJDA candidatescreeningpackage/applicationisausefulresource.

Figure3JDA9BlockModel

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AppendixA:ListofImperativesandPracticesforSmallOrganizations AppendixB:SuccessionPlanningTemplates

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Sources

MelissaA.Whitmore,TexasStateUniversityAppliedResearchProjects,SuccessThroughSuccession: ImplementingSuccessionPlanningattheTexasDepartmentofInsurance,2006. ii SharonLey,TexasStateUniversityAppliedResearchProjects,AnAssessmentofSuccessionPlanning attheStateBarofTexas,2002.ThispaperispostedateCommons@TexasStateUniversity. http://ecommons.txstate.edu/arp/53 iii ODNIbriefing,IntelligenceCommunitySeniorSuccessionManagementInitiative,2009.Thisbriefing isavailablefordownloadfromtheODNIwebsiteat http://www.dni.gov/content/CHCO/IC_Senior_Succession_Management_Initiative.pdf. iv Whitmore(previouslyreferenced). v Ley(previouslyreferenced). vi CorporateLeadershipCouncil(CLC),FactBrief,SuccessionManagementatSmallOrganizations, March2004.ThisbriefingisavailablefordownloadfromtheCLCwebsiteat www.corporateleadershipcouncil.com. vii WhitmoreandLey(previouslyreferenced). viii ODNIbriefing(previouslyreferenced). ix MCI,MarineCorpsIntelligence,Surveillance,andReconnaissanceEnterprise(MCISRE)Roadmap2010 (U),28April2010.ThisdocumentisclassifiedUNCLASSIFIED//FOUO. x MCIAStrategicPlan,Providingpreeminentintelligenceenablingbetterplanningforthewarfighterof todayandtomorrow,MCIA2012. xi U.S.OfficeofPersonnelManagement(OPM),Section2301,Title5,UnitedStatesCode,Meritsystem principles. xii CLCFactBrief(previouslyreferenced) xiii CPSHumanResourcesServices,TemplateGuidelines:IdentifyandSelectHighPotentialEmployees, http://www.cps.ca.gov/(retrieved02August2010). xiv MCIJDACandidateScreeningandApplicationPackage(retrieved13September2010).

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