Succession Planning for Incident Management

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Succession Planning for Incident Management

• Michael G Hemby
• Capital Area IMT III Austin, Texas

Travis County Sheriff
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Succession Planning in General

• Leaders really are not just born.
• Performance is what counts.
• Todays top performers may not be tomorrows.
• Broad experience and assignments are the best
  classroom.
• Todays members need to think about what legacy
  they want to leave.

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Questions you need to ask yourself?

• How old are your team members?
• How many years till each can retire?
• Are you actively recruiting younger members?
• What are you doing to train up new folks?
• What do you wish you would have known before you
  joined up?
• What can you do to get started today?

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But what defines some teams?

• Elitism -
• Its lonely at the top, but its comforting to
  look down upon everyone else at the bottom?
• Pretension -
• The downside to being better than everyone else
  is that people assume you are pretensious.

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How did we get here?

• Expedience Grab together a bunch of folks who
  seem to know something about all this and we have
  a team.
• Competition Well Florida has a team so boss
  says we have to get a team.
• Crisis Holy cow.we just got hammered and we
  need to get our act together.
• Funding Who applied for that grant that said
  we had to use ICS every day?

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Does this look like your team photo?
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Lets look at a typical team

• Most likely very senior personnel in their
  agency.
• Many years of experience.
• Probably serve as a trainer in the agency.
• Are professional meeters.
• Flexible work schedule due to their position.
• May have their own budgets and funds.
• No small children.
• Know how to navigate the system.

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So whats wrong with all that?

• Brain drain where is the team when you all
  leave?
• Unstable Their exit strategy can be that they
  leave whenever you piss them off enough.
• Some senior staff work on the school of hard
  knocks theory that since nobody mentored them
  that they dont need to mentor a replacement.

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So what traits are you really looking for in a
candidate?

• Good communication skills oral and written
• Able to make a decision
• Flexible Youre a PSC go work Logs
• A creative thinker outside the box
• Show some leadership skills
• Analytical
• Technical experience computer skills
• Value networking outside their agency
• Proven not just paper-ready types
• Adaptable No whiners must like camping.

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So how do you find these folks?

• Do you have any annual events?
• Involve younger troops in planned events that use
  ICS.
• How did they work out?
• Did they just sit there and need constant
  direction?
• Did they want to do everything but never did
  anything well?
• Did they genuinely seem interested in learning.

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What other sources are there?

• Have they ever written a proposal?
• Done any research?
• Managed or participated in a committee?
• Done any community volunteer work?
• Worked on plans for their unit before?
• How about any budget experience?
• Instructed a class to peers or others?
• Military or prior job experience showing
  leadership?

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So how do I get started?

• Try to target those that have potential.
• See if they are interested in learning more.
• Involve them in an event or small incident.
• If they are still interested then see about some
  advanced training.
• Take them to some meetings.
• But most of all open up and share what you know.

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Dont I need a plan?

• Again, go back and determine what you wish
  someone would have told you that would have made
  your career easier.
• Identify your candidate(s)
• What are their strengths?
• What development do they need?
• Develop a timeline.
• Develop milestones.

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Leadership Development

• VCL
• Variety of Experiences
• Challenging Assignments
• Ability and Willingness to Learn
• Center for Creative Leadership

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How do most people learn?

• Training and continuing education.
• Motivation and self-development.
• On-the-job experiences.
• Mentoring or coaching.
• Which is best for IMT team members?

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Why cant I just rely on a taskbook?

• This concept is not just about signing off on the
  basic ability to do the job.
• This is about truly developing a replacement or
  two for yourself. That is more than just check
  boxes and signatures.
• Think about it. How many people do you know in
  your organization that are great on paper but not
  capable in the field.

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In closing

• If you truly believe in your team and its future
  then think about how to help it continue in the
  future.
• Your investment into others - or lack thereof
  may be the legacy you leave.
• Work like Ponzi - Start small and pass it along.
  For every two you mentor they will mentor four.
  Those four mentor eight.

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Questions or Comments?

• Michael Hemby
• Michael.hemby_at_co.travis.tx.us