Succession Planning Report Part Two - Group 1

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Succession Planning Report (Part Two) Pauline Adams, Melissa Aguilar, Kyle Oglesby, Edris Telyar BMGT 365: Organizational Leadership Professor Weiskopf February 6, 2024

1 Introduction Group 1 started working on succession planning for LSN to hire or promote few leadership positions as the company intends to expand, the acquisition for leadership role had two orients, first promote internal staff second hire from outside. Group 1 started working on establishing job descriptions for the identified leadership roles to do this the team split the work among individuals and everyone accomplished their parts, the team reviewed the final document and one member submitted the final paper, the same process was followed for part two. After reading the assignment description the succession committee knew that the company already showed interest in promoting internal staff for future leadership positions rather than the director of finance who will be hired from outside of the company, which will be discussed hereunder. Life Science Nutraceuticals, Inc. (LSN), a rising star in the health and wellness sector, will soon undergo a transition. Five existing workers have been granted interviews for the roles that will become available in the following 24 months. These are the suggestions that are being put out for consideration by the company's succession committee: Marge Simpson - Sales Director for Middle East Mohammad Darvish - Director of Research and Development Rafael Mendez - VP Headquarters Operations Jackie Johnson - Executive Director for North America Division And Director of Finance needs to be filled by an external candidate. Recommendations Marge Simpson is being recommended for the position of Sales Director, Middle East. The succession committee thinks that Ms. Simpson's capacity to come up with novel answers to

2 challenges as they emerge would make her a valuable asset in this role. Her experience as a nurse helps her better understand her clients, which is useful when making sales. She has demonstrated a desire to pick up new skills in order to get to know her clients better. Marge Simpson understands the value of family and that clients want to be treated as such, and she has demonstrated the capacity to lead the growth that comes with her position. The situational and transformational leadership philosophies of Ms. Simpson will be advantageous in this role. She possesses the leadership qualities of creativity, problem-solving, and teamwork. The position will be a task to undertake in the Middle East since most women do not hold leadership positions but the committee believes that Ms. Simpson will thrive with her knowledge of the Muslim community and cultures that are prominent in the Middle East. The succession committee is recommending Mohammad Darvish for the position of Director of Research and Development. Mr. Darvish's willingness to take chances demonstrates his readiness to use trial and error to improve the business when needed. Mr. Darvish has all of the leadership qualities that a director of research and development requires, including the ability to take calculated risks, communicate clearly, and be a quick learner (SHRM, 2008, para 4). Since the performance of the research and development department depends on a wide range of factors, Mohammad Darvish's leadership style, which is based on contingency theories, would be a suitable fit for this department (Malos, n.d., p 416). Additionally, Mr. Darvish comes highly recommended due to his capacity to interact with clients and ascertain their demands, which paves the way for the potential development and release of superior items. Because of his experience in homeopathy, Mohammad Darvish appreciates the company's global expansion and acknowledges that various nations and areas have distinct needs and demands when it comes to health goods. The research and development department will benefit greatly from Mr. Darvish's

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3 collaborative work culture, which demonstrates that making errors and growing from them leads to better products for customers. Rafael Mendez has demonstrated significant growth in sales throughout his time in New Mexico, making him an excellent choice to take on the role of Vice President, Headquarters Operations. He calls himself a leader who adapts to the situation. Democratic situational leaders are excellent because they demonstrate Mr. Mendez's desire to empower his staff by promoting idea sharing (Malos, n.d., p 417). Mr. Mendez's desire to improve the firm as an organization is demonstrated by his readiness to work with many divisions. Rafael Mendez will do well in the role of Vice President of Headquarters Operations as he is a collaborative team player who shares decision-making (The Hershey-Blanchard Situational Leadership Theory, 2013, para 6). Rafael's work ethic demonstrates his concern for his clients and his willingness to collaborate with any department to make sure that every detail of the transaction meets the needs of all parties. Being well-liked by all staff members, from younger to older, will benefit from Mr. Mendez's leadership style. Life Science Nutraceuticals, Inc. will undoubtedly be led by Rafael Mendez in the future. Jackie Johnson is being recommended by the succession committee to take over as Executive Director, North American Division. By creating a departmental community where her colleagues are empowered to make their own judgments, Jackie Johnson has demonstrated her abilities in the buying division. She is well regarded in her field and has big plans for Life Science Nutraceuticals, Inc. As a leader, Ms. Johnson is more aware of relational theory. Jackie Johnson gives her staff the freedom to choose for themselves while also teaching them from errors and how to grow from them. Because there are triumphs and chances to learn from mistakes, relational leadership is empowering (The Relational Leadership Model, n.d., p. 90).

4 The North American Division Executive Director must be able to forge connections exercising professionalism while making difficult choices. Jackie Johnson has demonstrated that she is willing to take on new challenges and increase Life Science Nutraceuticals, Inc.'s profitability while enabling staff members to develop and learn. Building and sustaining connections, exhibiting ethics and integrity, taking chances, and inventing are all leadership characteristics that Ms. Johnson has demonstrated that are necessary for the role (SHRM, 2008, para 4). The committee believes that a position for Ms. Henrietta Higgins will not be available at this time after conducting an interview with her. While serving as the Assistant Director of Purchasing, she’s shown her capacity to provide excellent outcomes; nevertheless, in order to further her career with Life Science Nutraceuticals, Inc., she requires further leadership development. She has made it clear that she will not put up with foolishness or overtalking others. Ms. Higgins has declared that she thinks the "Great Man" notion fits with her style of leadership. Henrietta Higgins needs to understand that leading people—rather than merely putting up with them—will help her succeed in her professional endeavors. According to Kirkpatrick and Locke (1991), effective leaders must possess both drive and a desire to lead others (p. 52). Ms. Higgins has great potential in becoming a future leader with more experience. A candidate from outside the company is required for the Director of Finance role. To balance out other leadership roles, the external candidate must possess the skills of strategic planning, lead under duress, and risk aversion. The applicant must be able to withstand the demands of managing the financial department in addition to interacting with other departments. The new Director of Finance must have the following leadership qualities: managing the job but also being flexible in case of unanticipated events; honesty, integrity; communication skills;

5 vision and strategy-setting; and so on (SHRM, 2008, para 4). The succession committee is certain that identifying a superb candidate via an outside search will yield the cutting-edge concepts that Life Science Nutraceuticals, Inc. requires. If any of the positions intended to be promoted by the internal candidates did not fill for example Marge Simpson; recommended for sales director position, her background is in nursing while sales is a completely different subject and requires professional background. By saying that LSN needs to search for the best fit incumbent outside the organization who has a successful background in sales; strategic thinking capability and critical thinking skills for leadership role in promoting sales, innovation talent to bring ease in internal processes as well managing the workload. Other qualities necessary for the sales position to be acquired from outside the organization are: proven sales experience, strong leadership and management skills, excellent communicator, able to analyze sales data and market trends, problem solver, equipped with today's technology, customer centric and a good motivator and coach. Summary The group recommendations are based on a scientific approach for each leadership role and every job has been studied separately. LSN strategic goals, mission and vision considered and given highest priority and accordingly task has been assigned to incumbents’ job description that is in compliance with the existing job standards that fits LSN needs for future promotion and expansion. There is further recommendation for external acquisition which can better serve the purpose of the sales director position if outsourced and an external candidate with mentioned qualifications being hired.

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6 References Kirkpatrick, S.A. & Locke, E.A. (1991, May). Leadership: do traits matter? The Executive. Retrieved February 4, 2024 from https://learn.umgc.edu/content/enforced/640930-M_001034-01-2218/Leadership %20-%20Do%20traits%20matter.pdf Malos, R. (n.d.). The Most Important Leadership Theories . University of Maryland Global Campus. https://learn.umgc.edu/content/enforced/347722-001034-01- 2192-OL1-6381/The%20Most%20Important%20Leadership%20Theories.pdf SHRM. (2008, Mar 1). Learning Competencies . https://www.shrm.org/ResourcesAndTools/hr-topics/behavioral-competencies/ leadership-and-navigation/Pages/leadershipcompetencies.aspx The Hershey-Blanchard Situational Leadership Theory . (2013, Sept 11). University of Maryland Global Campus. Retrieved February 3, 2024 from https://learn.umgc.edu/content/enforced/347722-001034-01-2192-OL1-6381/The- Hersey-Blanchard-Situational-Leadership-Theory-Choosing-the-Right-Style-for- the-Right-People.pdf?_&d2lSessionVal=j2OTLagZ2QBCPiuhEE6grJtgc The Relational Leadership Model. (n.d.). University of Maryland Global Campus. Retrieved on February 3, 2024 from https://learn.umgc.edu/content/enforced/347722-001034-01-2192-OL1-6381/The %20Relational%20Leadership%20Model.pdf? _&d2lSessionVal=MjUeANbANENHSwpnRFXAnSeZ2 The UMGC learning Critical Strategic Thinking Skills - Center for Simplified Strategic Planning (cssp.com)

Succession Planning Report Part Two - Group 1

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