ELECTRIC ENERGY | Winter 2019 - 21

Creation of a critical constituency depth chart whereby the following
is highlighted:
a. Identification of one ready now replacement
b. Identification of two possible replacements
c. Identification of external search capabilities to be deployed in emergencies and/or lack of "ready now" sense of urgency
d. Assignment of non-senior leaders a "personal growth and development task" similar to the GE "popcorn stand" to provide additional
evaluative foundation
The New England Patriots have a mantra of "do your job," promoted by
Coach Belichick. Six Super Bowl wins indicate the validity of this philosophy.
DPC's above suggestions represent process steps that should be presently
underway and if not, a sense of urgency should exist. DPC would substitute
the words "do the job you should have been doing all along!"
Additionally, we would embed the following questions:
1. What skillsets will we need beyond domain proficiency to have a sustainable growth-oriented enterprise?
2. How does our current population of leaders and future leaders compare
to these desired attributes?
3. How can we develop and/or hire sufficient numbers of people to address
deficiencies in the above?
4. What is the true nature of our leadership bench in respect to readiness?
5. What is our contingency plan to be deployed if necessary?
From whatever vantage point you occupy, the future will be dynamic.
As a suggestion, borrowing a title from a previous book by Dr. Tichy on
the topic of leadership: Control Your Destiny-Or Somebody Else Will!

The following 2018 data points are from various sources (Booz Allen,
McKinsey, Boston Consulting Group, Hedrick & Struggles, Korn Ferry
and Saratoga Institute)
❒ Team building and empathy are as important as performance for
promoting enterprise success (often stated, infrequently realized)
❒ 55% of the Fortune 500 boards of directors have expressed dissatisfaction with the succession planning processes of their enterprises,
including the CEO replacement approach
❒ A study of the 2,500 largest companies on the planet indicate that
inefficient succession planning on average results in $1.8B losses
during transition
❒ Underperformance does not incent change 45% below peer
group by sector correlates to only 5.7% probability in change
of leadership
❒ 39% of the Fortune 1000 boards indicate "no viable candidate" to
replace the CEO compelling a similar percentage undertaking external
hires, which Charan stipulates as "highly unlikely to be successful"
DPC's conclusion, "succession planning takes years, not months," leads
us to recommend the following steps:
1. Senior level stakeholder interviews focused on "beyond task proficiency"-what are the essential differentiating qualities that will be
needed for success
2. Comparative inventory of leaders (broad-based) and high potentials in
relationship to these attributes
3. Embed into developmental and hiring strategies the lessons learned
from this exercise
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Demand Response Solutions
Advanced
Survey
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Sophisticated
Simulation
Modelling

Effective
Uptake
Encouragement

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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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