ELECTRIC ENERGY | Winter 2019 - 20

2. 100% of those with whom we worked, although initially skeptical,
3. How can we develop and/or hire sufficient numbers of people to address
appreciated the proactivity of their company providing resources to
deficiencies in the above?
assist in their decision making
4. What is the true nature of our leadership bench in respect to readiness?
3. 90+% were applying loose criteria to their thought process, focused
5. What is our contingency plan to be deployed if necessary?
more on "now" vs. "where or why"
In 1964, The Who recorded the song My Generation containing the famous
4. Approximately the same percentage felt the restraint on making an
line, "hope I die before I get old!"
Last year, Dr. Lynda Gratton of London Business School published The
informed decision was due more to "what if I don't like it" vs. the transi100 Year Life, a now best-seller in Europe.
tion being a sensible career move
5. 81 of the 90 clients decided to stay with their present employer
Reconciling the contradictory thematic is straightforward. Executives
6. The nine clients with whom DPC worked on a "soft landing"-whereby
want challenge and a feeling of relevance in addition to longevity. While
logic suggests that 50 is not in of itself a career crossroad, it is one of those
the company was able to secure a replacement in advance of separation
ages where reflection is normal.
and the departing member was supported in their search (search firms,
DPC's suggestion is to accept the realities of aspirations of both Boomer
references, time to interview, etc.)
and Generation X cohorts, and plan accordingly. It is better to channel the
7. For those 81 who chose to remain, each was provided an enterprise-supdialogue than be surprised by a decision.
ported engagement driver as a "safety valve" to reinforce the prudence
of their decision making
My colleagues at Discussion Partners and I would strongly urge an
8. The range of "drivers" encompassed new role, new location, NGO parelevation of, and renewed attentiveness to, succession and continuity
ticipation, commercial board sponsorship, paid sabbatical, education
planning as a priority!
and reconfigured work hours, as well as some innovative solutions
Notwithstanding pre-existing protocols, we are suggesting this review
9. None of the 81 clients received additional or special compensation for
encompass the most generous interpretation of processes concomitant
what I would invoke as the obvious reasons
with experimental and disruptive solution sets.
In the strongest possible
Our recommendation is driven by results of a recent
The #10 finding from the pilot is that 65% of those
completed study DPC conducted with 1,800 C-Suite parwith whom DPC worked indicated they would have left
terms, we suggest
in large part due to curiosity and feelings of intellectual
ticipants. The survey was on the topic of envisioned
companies not presume
stagnation.
longevity of Generation X enterprise challenges. Ninety-one percent of those surThe overarching conclusion DPC derived from this effort
veyed indicated "the ability to attract, motivate and retain
executives as a given. Our top talent" as their number one concern.
to-date is that organizations that have the above profile
validated premise is as
are best served by being proactive, supportive and sinDiscussion Partners has been conducting this annual
cere in working their incumbents or run the risk of being Generation X executives spy Pulse survey since our founding in 2007. The intensity
controlled by versus controlling their talent readiness age 50 on the horizon, there of the above concern, while always "on the list," was
posture due to unanticipated and undesired departures. is an overt desire for change. never number one until 2018. The rationales expressed
in the anecdotal justifications are compelling inclusive of
THE ONGOING PRIORITY OF
envisioned shifting demographics, new worker expectations, disruption of
organization models, competitive pressures, globalization and ineffective
BUILDING THE BENCH
human capital practices.
In our leadership effectiveness work, Discussion Partner Collaborative has
concluded that any attempt to avoid the need to a) build a bench within
Our recommendation is further reinforced by a review of the recent
the enterprise and/or b) manifest reluctance to self-assess incumbent
literature on this topic:
1. The historically low U.S. unemployment rate
aspirations, is self-defeating.
2. The strategic imperative for talent depth to be an asset vs. liability, refPerhaps it's the feeling of lacking control that has made succession
erenced in consolidated research on leadership succession/continuity,
planning-the continuity and transitional aspects of this effort in parmost recently a series of articles in McKinsey Insights, HBR and Sloan
ticular-such a hot topic these days. After all, it's human nature to want
Management Review
to contain the uncertainties in life while maximizing the opportunities, as
3. The point of view that has emerged from our 2018 Advisory work that
contradictory as that may seem!
"Urgency" would be a fair characterization of the feeling our clients have
2019 represents an opportunity to use a "Disruptive Organization Model"
expressed towards the holistic succession planning process.
for talent processes overall and leadership matters in particular
As further justification for this recommendation, the following foundaIf you accept DPC's conclusion that your organization's future will benefit
tion is provided:
from a deep-dive review of its succession and continuity planning processes,
taking into consideration the "age 50 paradox," we believe your talent
■ Dr. Noel Tichy in his recent book Succession asserts that without proactive planning on how to fill and inventory talent well in advance of
readiness position will avoid unpleasant surprises.
Notwithstanding pre-existing protocols, we are suggesting this review
leadership and/or key role "vacancies," the chance of success is below
encompass the most generous interpretation of processes concomitant
50% for replacement personnel.
with experimental and disruptive solution sets.
■ Ram Charan in his book The Attackers Advantage and HBR articles offers the
1. What skillsets will we need beyond domain proficiency to have a susfollowing (paraphrased): Leaders (directors, owners, CEOs) who excel at
tainable growth-oriented enterprise?
selection are willing to expand the lens in how they look at the capabilities
2. How does our current population of leaders and future leaders compare
of reporting levels beyond performance track record to the two to three
interwoven predictive behaviors that will be necessary for success.
to these desired attributes?
20

ELECTRIC ENERGY | WINTER 2019



ELECTRIC ENERGY | Winter 2019

Table of Contents for the Digital Edition of ELECTRIC ENERGY | Winter 2019

Letter from the Executive Director
RMEL Board of Directors
Executives Navigate “Strategic Inflection Point” of the Electric Energy Industry—2019 RMEL Vital Issues Forum and Fall Convention Recap
SRP Apprenti Program Trains Former Power Plant Employees for Careers in Technology
The Future Was Yesterday— Electric Energy Workforce Strategies
2020 Events Deliver Diverse Member Company Experiences to Technologically and Operationally Build the Future of the Electric Energy Industry
RMEL Foundation Awards Record 47 Scholarships
2020 Calendar of Events
Member Listings
Foundation Board of Directors
Advertiser’s Index
ELECTRIC ENERGY | Winter 2019 - Intro
ELECTRIC ENERGY | Winter 2019 - ebelly1
ELECTRIC ENERGY | Winter 2019 - ebelly2
ELECTRIC ENERGY | Winter 2019 - cover1
ELECTRIC ENERGY | Winter 2019 - cover2
ELECTRIC ENERGY | Winter 2019 - 3
ELECTRIC ENERGY | Winter 2019 - 4
ELECTRIC ENERGY | Winter 2019 - 5
ELECTRIC ENERGY | Winter 2019 - Letter from the Executive Director
ELECTRIC ENERGY | Winter 2019 - 7
ELECTRIC ENERGY | Winter 2019 - RMEL Board of Directors
ELECTRIC ENERGY | Winter 2019 - 9
ELECTRIC ENERGY | Winter 2019 - Executives Navigate “Strategic Inflection Point” of the Electric Energy Industry—2019 RMEL Vital Issues Forum and Fall Convention Recap
ELECTRIC ENERGY | Winter 2019 - 11
ELECTRIC ENERGY | Winter 2019 - 12
ELECTRIC ENERGY | Winter 2019 - 13
ELECTRIC ENERGY | Winter 2019 - SRP Apprenti Program Trains Former Power Plant Employees for Careers in Technology
ELECTRIC ENERGY | Winter 2019 - 15
ELECTRIC ENERGY | Winter 2019 - 16
ELECTRIC ENERGY | Winter 2019 - 17
ELECTRIC ENERGY | Winter 2019 - The Future Was Yesterday— Electric Energy Workforce Strategies
ELECTRIC ENERGY | Winter 2019 - 19
ELECTRIC ENERGY | Winter 2019 - 20
ELECTRIC ENERGY | Winter 2019 - 21
ELECTRIC ENERGY | Winter 2019 - 2020 Events Deliver Diverse Member Company Experiences to Technologically and Operationally Build the Future of the Electric Energy Industry
ELECTRIC ENERGY | Winter 2019 - 23
ELECTRIC ENERGY | Winter 2019 - 24
ELECTRIC ENERGY | Winter 2019 - 25
ELECTRIC ENERGY | Winter 2019 - 26
ELECTRIC ENERGY | Winter 2019 - 27
ELECTRIC ENERGY | Winter 2019 - RMEL Foundation Awards Record 47 Scholarships
ELECTRIC ENERGY | Winter 2019 - 29
ELECTRIC ENERGY | Winter 2019 - 30
ELECTRIC ENERGY | Winter 2019 - 31
ELECTRIC ENERGY | Winter 2019 - 32
ELECTRIC ENERGY | Winter 2019 - 33
ELECTRIC ENERGY | Winter 2019 - 2020 Calendar of Events
ELECTRIC ENERGY | Winter 2019 - 35
ELECTRIC ENERGY | Winter 2019 - Member Listings
ELECTRIC ENERGY | Winter 2019 - 37
ELECTRIC ENERGY | Winter 2019 - Advertiser’s Index
ELECTRIC ENERGY | Winter 2019 - cover3
ELECTRIC ENERGY | Winter 2019 - cover4
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