December 8 2011 by Mabry Smith III

http://chiefexecutive.net/preparing-for-board-director-retirement-a-customized-approach-to-succession-planning

Given recent directives from the U.S. Securities & Exchange Commission, much media palaver has been centered on a Board’s responsibility and practices regarding its CEO succession plan. Although certainly upstaged by the topic in terms of attention, an equally important issue that is well deserving of examination and discussion is how an organization prepares for the inevitable retirement and succession of the Directors who sit on its Board. Regardless of how the retirement of a Director occurs; whether it be mandatory, volitional, or otherwise; the efficacy of the process to replace retiring Directors is of utmost importance to ensuring sustainable organizational governance

Historically, Board Director Succession Planning has been relegated to a process focused on simply “replacing” a particular individual who is retiring with someone who is most like that particular individual. Although instituted quite frequently, this historical approach ignores three truths that are worth examining.

• First, that there are some individuals who are so unique, or, simply “iconic” (think Warren Buffet and Steve Jobs, for instance) that working feverishly to “replace” these types of individuals with so called “clones” is both foolish and fruitless. I once heard a Board Director of a Fortune 50 organization speak of the challenges in succession planning for their particularly notable Board Chairman in exclaiming, “They broke the mold after he was made and our chances of finding a matching replacement is indeed challenging”.

• The second truth that is ignored by this historical approach to succession planning is that, most often, successful organizations are led by highly effective teams. Even in organizations where there is a uniquely gifted leader, that leader is usually surrounded by a complimentary group of individuals who function synergistically with that leader (and each other) to bring about extraordinary results. This is evidenced in several main points in Jim Collins’ book, Good to Great and is the whole point entirely in High Five! The Magic of Working Together by Ken Blanchard and Sheldon Bowles.

• Third, the historical approach of simply replacing the professional characteristics of a particular retiring Director ignores the truth that what worked best yesterday for an organization is often rather different from what will work best in its future. As such, there needs to be a focus on what the organization’s strategic plan is moving forward and where the synergistic gaps are on the Board in contributing to good governance in the foreseen future. Or, to illustrate the matter more poignantly – when Wayne Gretzky was asked about his success in professional ice hockey, he replied “Some people skate to the puck. I skate to where the puck is going to be.” Like hockey, most corporations are engaged in markets characterized by fast moving dynamics; the kind that require “skating” to where the market is going to be.

So, given these three truths, the historical approach to Board Director Succession Planning typically produces less than positive long term results for an organization. When it comes to succession planning, some may simply say what has appeared in numerous Nike ads, “Just Do It”. However, an improved approach to be considered for Director Succession Planning is this — “just do it well”. We would all agree that powers that be in most organizations certainly desire to “do it well” and are looking for optimal pathways that lead to multiple successes in the area of Director Succession. Rather than discuss all of the various pathways, we would be best served by focusing on several common elements that all productive pathways would likely possess – including those that would meaningfully address the three truths in a most cogent and creative way to gain the positive long term outcomes that organizations desire.

The first element that should be present within the scope of any pathway is quite simply this — know from where you are starting. Or, as your vehicle’s polite GPS voice will say, “Drive to the highlighted route and the guidance system will begin”. To begin the journey, you have to know from where the “highlighted route” is starting. As such, an honest assessment of the Board of Directors and its members is the first important element to establish. And, we’re not just referring to the skill sets and expertise (although these in and of themselves are of critical interest). It is also to know the “intangibles” that a Director brings in terms of his or her contribution to the positive common culture of the Board and its synergistic abilities that creates “value added” and “good governance” on behalf of the organization and its shareholders. Here, it is imperative to ask the right questions to the right people in order to gain an authentic comprehensive template of the Board.

Having a realistic assessment of the Director(s) who are most close to retirement or to a situation that would require their withdrawal from the Board is also a critical, related priority. Even if they happen to fall into that “iconic” category, there remain certain professional and personal characteristics that will need to be present in anyone that will be added to the Board at the appropriate time of transition. In any productive pathway, of course, the timing of transitions can prove to be as important as the transition itself. Beyond the Chronos of Director Succession Planning there is an equally important element of Kairos. While the former refers to the chronological passing of time, the latter refers to a particular moment in time that is “special” or “opportune” because of various reasons. As an aside, the success of an IPO is often determined by Kairos…that is, it has much to do with “timing”. So too does Kairos have much to do with the success of transitions of a Board Director. For this reason, an organization needs to look at the chronological aspects of Succession Planning and look at the timing that would present the best moment (and, momentum) to transition a new Director to the Board.

Of course, good timing can seldom make up for poorly suited additions to any Board. As we discussed earlier, Board effectiveness is ideally a team sport, and adding the right player, in terms of “fit”, is essential at any time. With that in mind, in undertaking Director Succession Planning, an organization will do well to determine up front the key personal attributes being sought in new Directors. These may or may not be the same ones present in those who will be retiring from the Board. In fact, if an organization is striving to shift the culture of the Board, then they will want to focus on the characteristics of those desired in a “new” culture and not on the status quo. Further, as it applies to “leadership style” and Boards of Directors, there is no such thing as “one size fits all”. Different leadership styles are needed at different moments for different organizations, and one cannot assume that a particular individual who has proven to be an effective leader as a Director for one organization will be particularly effective for another. As an example, Barry Conchie and Tom Rath pointed out in their book Strengths Based Leadership that Winston Churchill was a good “fit” for the leadership needs of the United Kingdom during WWII and that Mahatma Gandhi and his “passive resistance” approach was a good “fit” for the leadership needs in leading India to independence yet if it were vice versa, then, the outcomes for those two countries would not only be less than positive, it would likely have been disastrous. As such, the addition of a Director of just the right leadership style at just the right moment in time can certainly serve as a catalyst for positive synergistic results for an organization and its various stakeholders.

An often quoted phrase (especially in business) begins like this — “If I had a crystal ball, then…”. When business Executives and Board Directors meet together, they are including forwarding thinking strategic discussions in an effort to best position the organization for anticipated future wants, needs, problems and opportunities. In a parallel sense, Board Director Succession planning should include an effort to consider the “future” and, likewise, anticipate the necessary skills, expertise, leadership style and personal characteristics that will be most needed moving forward. In fact, this is an area in which some organizations have wisely made particular additions to their Boards even when no other Director was retiring. Or, as the Nationwide Insurance ad commentator says “Life comes at you fast…”. Sure, some industry segments have dynamics that change and evolve more rapidly than others. However, they do indeed all change and, as such, any Board Succession Planning activities should include a focus on what will be needed to compete and thrive in the markets of tomorrow.

A well governing and synergistically contributing Board can prove to be among the greatest assets of a corporation and the Succession Planning of its leadership is of utmost importance for employees and shareholders alike. Therefore, clinging to a non-effective traditional approach to Director Succession Planning will ultimately put an organization at undue risk. By adopting a proactive progressive approach that meaningfully addresses the aforementioned three truths, an organization can better position its Board as a long term highly effective team contributing to the positive welfare of the organization and its shareholders. These productive pathways to Director Succession Planning success are indeed comprised of “custom work”…and, it is certainly a work worth “doing well”.

Mabry Smith III

Mabry Smith III is President of Wheless Partners, a national firm providing an array of leadership and management services, including executive search, talent mapping and succession planning.

In the face of rapid change and increasing complexity in healthcare, seasoned executive takes position as key strategic advisor to impact the industry more broadly.

Wheless Partners announces the addition of Brian Aston as a Senior Partner, Corporate Executive Officer, and Co-Leader of the firm’s global healthcare search practice.  The addition comes at a time when the firm’s business is experiencing unprecedented growth in the health care sector, and across the more than 16 additional industries Wheless Partners serves.

Aston launches into the executive search industry following a highly successful 20-year career in large complex tertiary hospitals and multi-hospital systems.  During Aston’s career, he worked in markets across the country for nationally ranked healthcare institutions where he served as a key senior c-suite executive responsible for orchestrating all phases of strategic, operational, and cultural change.  His efforts resulted in unprecedented operating margins, prestigious quality awards, hospital turnarounds, and market-moving physician alignment strategies.  Aston established a successful reputation by selecting and building committed and unified leadership teams and aligning key stakeholders in sharing and executing his vision and passion for quality care and financial and market strength.

The rapid pace of change and the increasing complexities in the healthcare industry are putting pressures on trustees and top executives to respond in new and innovative ways, particularly when it comes to designing leadership teams for future success.  With a solid understanding and experience in these critical dynamics, Aston will offer executive search consulting, succession planning, and talent mapping expertise and guidance.

“I bring a unique perspective to executive search consulting in that I have been serving in key executive leadership roles within complex health systems over the last 20 years working with Boards, physicians, and other executive team members in advancing the delivery of care in communities.  I know that my experience will translate extremely well in being a strategic advisor to boards and executives throughout the country.”

Having counseled healthcare leaders and hospital trustees on the inside and engaged external recruiters on the outside, Aston brings to Wheless Partners a rare combination of experiences that now can advise and influence key leadership decisions that impact communities, employees, physicians, and most importantly, patients.  Aston worked with multiple search firms throughout his career and found Wheless Partners to be genuine and unique.

“Wheless Partners has always been attractive to me because they consistently produce quality candidates and they have been long term advisors to me as well as to name-brand enterprises across numerous industries. Their business strategy and portfolio approach to limiting the number of clients they work with to an exclusive number absolutely ensures the best talent and makes for a more intimate relationship,” Aston says.  “Given my own experience with Wheless as an executive leader making key organizational hiring decisions, as well as becoming aware of their unbelievable growth in the Board and executive search business both in and outside of healthcare over the last several years, made it an easy choice to join them.”

“Obtaining the true market moving intellectual capital is key in being able to advance an organization,” Mike Wheless, chairman & chief executive officer of Wheless Partners, says. “Brian’s practical and pragmatic approach and experience affords him an advantage in working with Boards of Trustees tasked with hiring CEOs and hospital executives seeking to make stellar hires. He understands first-hand the complexities and nuances of working at the governing and executive levels as well as the nuances of how to navigate today’s ever increasing complex healthcare marketplace.”

Brian Aston, Senior Partner and Co-Leader of the Global Healthcare Practice, is based in the Atlanta corporate offices of Wheless Partners and can be reached by phone at 404.962.3671 or by email at baston@whelesspartners.com.

Bluefield College Names Founding Director for New Nursing Program

Wheless Partners Executive Search leads comprehensive national search

Bluefield College has named a founding director for its new nursing program.

In an effort to meet a critical need in southwest Virginia for baccalaureate nursing education, Bluefield College launched a Rural Health Care Initiative in the fall of 2009 to provide a four-year BSN degree completion opportunity for local students and health care professionals. Partnering with community colleges and health care providers, the BSN program is designed to build on the region’s RN education by offering a baccalaureate degree to students seeking to serve, and those already serving, in health-related fields within their communities.

A native of Tazewell, Virginia, Dr. Lewis will come to Bluefield to lead this new RN-BSN program from Louisville, Kentucky, where since 2009 she has served as chair of Spalding University’s nursing education. During her tenure at Spalding, she planned and implemented nursing programs at the master’s, baccalaureate, and RN-BSN levels. She also secured substantial funding and key applications for those programs and was selected into the Louisville Healthcare Fellow Class for 2010. Now, she says, she is ready to launch a transformational nursing curriculum for Bluefield College.

“I feel privileged and blessed to have been chosen to lead and launch this transformational nursing curriculum,” said Dr. Lewis about her new calling at BC. “To me, this is a mission that overwhelms me with passion and love to   return to my homeland roots and heritage in southwest Virginia. It is a great time in nursing, and as a member of the community and the Bluefield College team we will offer a personable touch to nursing higher education.”

Before Spalding, Dr. Lewis served four years as assistant dean of the Nursing Division at Bluegrass Community and Technical College in Lexington, Kentucky, where she managed nursing programs for medication nurse aide, mediation aide, licensed practical nursing, and registered nursing.

“Dr. Lewis brings a breadth of experience and insights to this position that are nothing short of heaven sent,” said Dr. Robert Shippey, BC’s vice president for academic affairs. “She is a skilled leader in organizational transformation, and her extensive background in formal education strategies and substantive knowledge of state and national policy planning will be a tremendous asset to our new nursing program.”

From 2000 to 2005, Dr. Lewis was an associate professor of nursing for the University of Kentucky, where she taught graduate nursing courses and assisted in refining and developing distance learning and continuing education programs. During that same time, she served as the executive director of UK’s Chandler Medical Center for Continuing Education, where she successfully implemented an entrepreneurial model of continuing education from an inter-professional perspective, one of just two in the United States that led the nation in continuing education in the health care arena.

From 1993 to 2000, Dr. Lewis worked as a program manager, then executive director for the American Nurses Credentialing Center (ANCC) in Washington, DC, a comprehensive credentialing organization committed to high quality nursing through innovative administration of board certification examinations for nurses in 34 specialty areas. As executive director, she was responsible for implementing cutting-edge program initiatives and creating strategic partnerships to further the ANCC’s goals.

“We are indeed blessed that Dr. Lewis is feeling called now to come and serve Bluefield College as we launch our new nursing program,” said BC President David Olive. “She is uniquely gifted to lead our healthcare initiative, and I believe God will use her skills and talents to touch, heal and transform countless individuals throughout southwest Virginia.”

Dr. Lewis has additional experience as principal of the PRINE Group for acute care facilities (2003-present), a staff nurse at Mount Vernon Hospital in Alexandria, Virginia (1991-1993), an instructor of nursing at George Mason University in Fairfax, Virginia (1989-1991), and a management consultant for Maldon Health Care Management Corporation of Fargo, North Dakota (1988-1991).

She holds a Ph.D. in nursing administration and health policy from George Mason; a master’s degree in rural health and a bachelor’s degree in nursing from the University of Virginia in Charlottesville; and an associate’s degree in nursing from Germanna Community College in Locust Grove, Virginia.

In addition, she is the recipient of a gubernatorial appointment to the Kentucky Apprenticeship and Training Commission, a Pioneer Nursing Award from the Virginia Nurses Association, a Distinguished Alumna Award from George Mason University, and a Governor’s Commonwealth Fellow Award from the Virginia Council of Higher Education.

“Under the leadership of Dr. Lewis, Bluefield College is prepared to write a new chapter in its existence that I have no doubt will be filled with excellence and compassion,” said Dr. Shippey. “We stand poised to offer a quality impact on healthcare in rural southwest Virginia, and we remain appreciative of the Virginia Tobacco Commission and the Thompson Foundation for their initial funding and investment in this program.

Dr. Lewis will begin her duties with Bluefield College on August 1. Instruction for the BSN under her guidance will be delivered through the college’s InSpire degree completion program, a convenient, accelerated degree completion curriculum designed to allow a working adult with prior college credit the opportunity to complete a bachelor’s degree in as little as 13 months. Weekly classes to cohorts of at least 10 students will be offered first on the campus of Southwest Virginia Community College in Richlands, Virginia, and at the Booth Center in Grundy, Virginia, using flexible delivery modes, including traditional on-site teaching and limited distance learning technologies.

“Building upon a strong foundation that the nurses have already received in their basic program, this transformational curriculum at Bluefield College will enable them to meet new challenges and elevate the level of healthcare in our rural communities of southwest Virginia,” said Dr. Lewis. “The healthcare needs of individuals, families and communities demand and deserve a high skilled nursing workforce that is prepared and equipped for the future with a quality delivery system. This opportunity is the highlight of my entire nursing career.”

Dr. Lewis was selected from a nationally recruited field of top executives, resulting from a comprehensive search led by Wheless Partners Executive Search.

Gene Head

Senior Partner & Managing Director for Higher Education

GeneHead@WhelessPartners.com

800-448-0926

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