Organizational Leadership

Running head: JOB ANNOUNCEMENT & EXPLANATORY REPORT 1

Job Announcement & Explanatory Report

Tasheion Christieholloway, Kyami Clarke, Destinee Frankenberry, & Christina Fricke

University of Maryland Global Campus

BMGT 365 7981 Organizational Leadership

Fall 2019

Dr. Ronald Iden

JOB ANNOUNCEMENT & EXPLANATORY REPORT 2

Job Announcement & Explanatory Report

Job Announcement

Warehouse Operations Team Leader Job Summary

Biotech Health and Life Products (Biotech) is a leading competitor in the bio-

nutraceutical marketplace, currently holding a 20% market share and preparing for massive

growth as big pharmaceutical companies like Glaxo, Merke, and Dupont begin their shifts to

Biotechs natural supplements. Biotechs core values call for customer centricity, innovation,

knowledge, and sustainability, and we envision being a vital proponent of a healthy lifestyle for

all. It is paramount that these values and visions extended to all employees, as well as customers.

Biotech promotes and encourages a relationship and transformational style of leadership and

therefore defines a leader as an active, driven individual who motivates, empowers, and inspires

a team through ethical engagement and open communication to achieve goals together. As

Biotech enters a new age of evolution and expansion, we seek leaders that are honest, growth-

minded and innovative to assist Biotech with aligning the workforce with its purpose, values,

passion, and beliefs. After 97 years in business, Biotech is known for competitive compensation,

robust benefits packages, and career growth opportunities.

We are currently looking to fill two Warehouse Operations Team Leader positions, one

located in Miami, Florida, and one located in Dallas, Texas. In addition to handling the daily

operations of the warehouse, to include freight, shipping and receiving, returns, and transfers,

Biotech is seeking a fearless and adaptable manager that can lead through empowerment and

inclusion to build and develop cross-functional warehouse teams. Through innovative

communication and connection techniques, the warehouse team will strive for continual

achievement and exceed expectations. A strong applicant will inspire high accuracy within the

JOB ANNOUNCEMENT & EXPLANATORY REPORT 3

department, lead and develop the warehouse team, and provide compassionate and attentive

customer service to our clients. If you have expertise in the distribution, shipping and logistics

industry, and want to be part of a team that fosters global sensitivity, ethical action, and modern

leadership, we invite you to apply today.

Warehouse Operations Team Leader Responsibilities and Duties

Biotech Warehouse Operations Team Leaders are responsible for management of

inventory and providing warehouse-wide supervision. Awareness and enforcement of safe

warehouse conditions and cleanliness of work environment and tools are required. A strong

candidate is able to perform general machinery maintenance. A successful team leader will

streamline warehouse processes through creative and team-oriented approaches. To foster brand

passion, the team leader will be willing and motivated to do things like develop the skills of all

team members and establish proactive projects that benefit Biotech and the community. Duties

will also include the prompt management of customer service requests and mitigation of

customer service issues in a quick and professional manner.

Warehouse Operations Team Leader Qualifications and Skills

Biotech Warehouse Operations Team Leaders are required to possess a High School

Diploma or GED equivalent. Two plus years’ experience in a warehouse supervisory role is

needed and candidates will need to be able to prove knowledge of warehouse policies,

procedures, regulations, and laws. Competitive candidates should have a wide range of

developed skills to include strong problem-solving abilities, robust and varying communication

skills, and the ability to work with all levels of staff.

JOB ANNOUNCEMENT & EXPLANATORY REPORT 4

Application Process

Biotech Health and Life Products is an equal opportunity/affirmative action employer

committed to a diverse and inclusive workplace. All qualified applicants will receive

consideration for employment without regard to race, color, religion, sex, pregnancy, ancestry,

marital status, age, sexual orientation, gender identity, national origin, disability status, protected

veteran status or any other basis prohibited by law. All qualified and interested individuals

should reply to this listing by email. Please place “(Your Name)-Warehouse Operations Team

Leader-(Location you are applying for)” in the subject line. Include your cover letter, resume,

and all references in the email. Once received, Biotech’s Human Resources Department will

reply with the next step in the application process. Please note, Biotech is an illegal drug-free

workplace. All applicants will be subject to drug testing.

JOB ANNOUNCEMENT & EXPLANATORY REPORT 5

Explanatory Report

Biotech Health and Life Products are in search of a full-time Warehouse Operations

Manager for their Miami and Dallas locations. The new job announcement provides details as to

what roles and responsibilities are required for the position. The most considerable role and

responsibility of this position is one of leadership. The person hired must exemplify certain

leadership qualities, which are highlighted in this report.

Reason for the selected language in new job announcement

Biotech has a long history of delivering quality products to all its customers since Wilford

Barney established it (“Biotech Health,” n.d., p. 1). The consensus of Biotech and Biotech

employees is that there is a lack of communication, connection, and clear vision. Biotech is well

enough established that the leadership direction needs a change. The enclosed job announcement

highlights the necessary leadership attributes and competencies that Biotech requires. The

positive language used in Biotech’s new job announcement will develop inspiration, motivation,

passion, and empowerment to assist with the need for innovative employees that will provide

creative competitive advantage concepts (“Biotech Health,” n.d., p. 1). The company requires

leaders who are focused on cultivating a positive company climate and an engaged workforce

(Malos, 2012, p. 6).

How and why new job announcement reflects leadership themes from week 1 & 2

Canwell and Stockton address human capital trends that apply to Biotech's vision for the

future. One such trend is adaptability, flexibility, and the ability to build cross-functional teams

(Canwell, Stockton, Dongrie, & Neveras, 2014, para. 6). An effective leader must able to able

plan for uncertainties and create contingency plans to enhance customer relationships (Canwell

et al., 2014, para. 29). When dealing with warehouse operations, success can be attributed to

JOB ANNOUNCEMENT & EXPLANATORY REPORT 6

process efficiencies and accountability. As stated by Aldrin and Gayatri (2014), leadership is

based on influence and organizational direction rather than relying solely on hierarchy and titles.

A title is no longer a pivotal attribute like it was when Biotech was first established.

The leader of today can direct their workforce through clarity, ethics, and values (Aldrin

& Gayatri, 2014, p. 1). The warehouse operations manager should possess these attributes to

effectively communicate the Biotech vision and motivate their team to be engaged in every step

of the process. The best way to address who to hire is figuring what type of person should be

employed. Biotech must move away from transactional leadership types to transformational

leadership. Transformational leadership focuses on teams, inclusion, and inspiration (Malos,

2012, p. 6). To be an effective transformational leader, a person must possess interpersonal

skills, industry knowledge, effective communication skills, and emotional intelligence (Canwell

et al., 2014, para. 6).

Furthermore, competencies globally are necessary since Biotech has international

locations and will continue to grow. Companies with divisions in other countries need to be

approaching those divisions differently. An effective leader can work with other countries,

diplomatically. A person must understand different cultures, enact a level of sensitivity, and

adjust accordingly (Ledford & Lockwood, 2008, para. 4). A leader able to interact effectively in

a diverse workforce and on a global scale will assist Biotech’s long-term sustainability.

Lastly, Biotech requires an optimistic leader, with a sense of integrity, and is a fearless

visionary (Kaufman, 2014, para. 6). This person will be able to take the Biotech of today and

envision a path for the business’s future by striving for continual achievement beyond normal

expectations (Kaufman, 2014, para. 5). A leader must be equipped to handle complex warehouse

processes and streamline them through creative, collaborative, and innovative approaches. In an

JOB ANNOUNCEMENT & EXPLANATORY REPORT 7

effort to keep up with competitors already exploiting these leadership attributes, it is time for

Biotech and the HR team to employ competent managers that are great leaders.

In conclusion, the person Biotech hires for the Warehouse Operations Manager position

must possess transformational leadership qualities, value-added industry technical skills, and the

ability to adapt. The new leader must also express interest in proactive sustainability projects that

will benefit the company and the community (Kirkpatrick & Locke, 1991, p. 5). A leader is not

simply an individual that manages people but motivates and inspires. A great leader is confident,

charismatic, energetic, and honest (Kirkpatrick & Locke, 1991, p. 1). All these characteristics are

common threads among leaders of today and the future.

JOB ANNOUNCEMENT & EXPLANATORY REPORT 8

References

Aldrin, A., & Gayatri, R. (2014). Leadership Not A Title Nor A Position [PDF File].

International Journal of Current Research and Academic Review, 2(8), 356-366. Retrived

from http://www.ijcrar.com/vol-2-8/Anitha%20Aldrin%20and%20R.Gayatri.pdf

Biotech Health and Life Products Company Profile. (n.d). Retrieved from

https://learn.umuc.edu/d2l/le/content/420546/viewContent/16670969/View

Canwell, A., Stockton, H., Dongrie, V., & Neveras, N. (2014). Leaders at all levels. Retrieved

from https://www2.deloitte.com/us/en/insights/focus/human-capital-trends/2014/hc-

trends-2014-leaders-at-all-levels.html

Kaufman, M. (2014). 10 traits of great business leaders. Retrieved from

https://www.forbes.com/sites/michakaufman/2014/09/05/10-traits-of-great-business-

leaders/#14d2cb102dc7

Kirkpatrick, S. A., & Locke, E. A. (1991). Leadership: Do traits matter [PDF File]? Retrieved

from https://learn.umuc.edu/content/enforced/426295-001034-01-2198-US1-

4020/Leadership%20-%20Do%20traits%20matter.pdf?&d2lSessionVal=

fy94HtV8pZHf1p3R1Nlt8PJi4

Ledford, C., & Lockwood, N. (2008). Leadership competencies. Retrieved from

https://www.shrm.org/resourcesandtools/hr-topics/behavioral-competencies/leadership-

and-navigation/pages/leadershipcompetencies.aspx

Malos, R. (2012). The Most Important Leadership Theories [PDF File]. Annals of Eftimie Murgu

University Resita, Fascicle II, Economic Studies, 413-420. Retrieved from

https://learn.umuc.edu/content/enforced/347722-001034-01-2192-OL1-

JOB ANNOUNCEMENT & EXPLANATORY REPORT 9

6381/The%20Most%20Important%20Leadership%20Theories.pdf?_&d2lSessionVal=fy9

4HtV8pZHf1p3R1Nlt8PJi4

Leadership Competencies Table

Tasheion Christieholloway, Kyami Clarke, Destinee Frankenberry, & Christina Fricke

University of Maryland Global Campus

BMGT 365 7981 Organizational Leadership

Fall 2019

Dr. Ronald Iden

Biotech Leadership Competencies Table (completed as part of the Job Announcement group project)

Biotech has identified the following four core values: Customer-centricity, Innovation, Knowledge, Sustainability* *Biotech defines sustainability “both for profit and planet”. In order to complete the job announcement, your group must identify the leadership competencies that are aligned with each of these four core values. Here are two examples of how other companies do this. SmithKline Beecham (SKB) has identified leadership competencies aligned with its core values of Performance and People: SKB Core Value Leadership Competencies

Performance • Establish plans • Manage execution • Influence others • Drive for results

People

• Foster enthusiasm and teamwork • Reward and celebrate teamwork • Attract and develop talent • Build relationships

Source: Manzi, L., & Abramson, J. (1999). SmithKline Beechum. In D. Giber, L. Carter & M. Goldsmith (Eds.), Linkage Inc.’s best practices in leadership development handbook (pp. 397-424). Lexington, MA: Linkage Press. Starbucks has as one of their core values “Neighborhood.” They have identified the following leadership competencies as important in the local leadership of each of its stores:

• Connect with neighborhoods we serve • Reach out by volunteering in the community • Support local programs and causes

Source: Schultz, H. (2011). Onward: How Starbucks fought for its life without losing its soul. New York, NY: Rodale. Note that the leadership competencies for these two companies are different in what they mean; however, they have one thing in common: all leadership competencies start with a verb. They are actionable. That means that you can observe it being done, and you can measure it. That is a key to writing leadership competencies so that they are meaningful.

For each of the four Biotech core values, identify at least three leadership competencies that align well. Under “Source” identify the course material from which each of these leadership competencies was found.

Biotech Core Value

Leadership Competencies (follow examples above)

Source (Author, Year)

Customer- centricity

Enhance customer relationships (Canwell, Stockton, Dongrie, & Neveras, 2014)

Foster brand passion (Kaufman, 2014) Follow truth and honesty standards (Kirkpatrick & Locke, 1991)

Innovation Strive for continual achievement above and beyond normal expectations

(Kaufman, 2014)

Build cross-functional teams (Canwell, Stockton, Dongrie, & Neveras, 2014)

Develop fearlessness (Kaufman, 2014) Knowledge Display industry familiarity (Kirkpatrick & Locke, 1991)

Build business acumen (Canwell, Stockton, Dongrie, & Neveras, 2014)

Manage cognitive ability to lead change

(Kirkpatrick & Locke, 1991)

Sustainability (for profit and planet)

Foster global sensitivity (Canwell, Stockton, Dongrie, & Neveras, 2014)

Establish proactive projects that benefit company and community

(Kirkpatrick & Locke, 1991)

Possess and develops ethical actions (Ledford & Lockwood, 2008)

References Canwell, A., Stockton, H., Dongrie, V., & Neveras, N. (2014). Leaders at all levels. Retrieved from https://www2.deloitte.com/us/en/insights/focus/human-capital-trends/2014/hc- trends-2014-leaders-at-all-levels.html Kaufman, M. (2014). 10 traits of great business leaders. Retrieved from https://www.forbes.com/sites/michakaufman/2014/09/05/10-traits-of-great-business- leaders/#14d2cb102dc7 Kirkpatrick, S. A., & Locke, E. A. (1991). Leadership: Do traits matter [PDF File]? Retrieved from https://learn.umuc.edu/content/enforced/426295-001034-01-2198-US1-4020/ Leadership%20%20Do%20traits%20matter.pdf?_&d2lSessionVal=GAoAnJ8qfZSR7 phFO1qfTBA2d Ledford, C., & Lockwood, N. (2008). Leadership competencies. Retrieved from https://www.shrm.org/resourcesandtools/hr-topics/behavioral-competencies/leadership- and-navigation/pages/leadershipcompetencies.aspx

Running head: GROUP 4: BIOTECH SUCCESSION PLANNING PART 1 1

Group # 4: Succession Planning Report and Table

Tasheion Christieholloway, Kyami Clarke, Destinee Frankenberry, & Christina Fricke

University of Maryland Global Campus

BMGT 365 7981 Organizational Leadership

Fall 2019

Dr. Ronald Iden

GROUP 4: BIOTECH SUCCESSION PLANNING PART 1 2

Group # 4: Succession Planning Report and Table

Succession planning is crucial for the long-term growth and development of an

organization. The process involves identifying various key roles in an organization and mapping

out plans that will guarantee the availability of the right people to fill the position in the future

once current holders have exited the company. The essence of succession planning is to identify

skills, experiences, competencies, and capabilities that are relevant for various positions or roles

within the organization (Gale, 2013, para. 28). The process of succession planning aims at

guaranteeing the continuity of organizational operations over the long term. Although the current

group of managers and key employees may demonstrate excellence in their respective positions,

it is crucial to ensure that proper plans are in place for their eventual exit. The future of Biotech

Health and Life Products (Biotech) relies on proactive succession planning justified by the

number of vacancies that are due to fall vacant and the current challenges within the leadership

structures and supervision.

Biotech’s manufacturing of natural life products is based on the critical parameters of

safety, affordability, and sustainable use of natural ingredients and materials, always with the

customer’s health as the primary goal. Based on that purpose, Biotech envisions being a key

proponent of a healthy and natural lifestyle (UMGC, 2019, p. 3, para. 3-4). These characteristics

have formed the foundations upon which the companys mission and vision are built. From the

beginning, Biotech has achieved considerable success because a strong vision and mission have

helped to communicate the purpose of the organization to all stakeholders, provide information

about strategic development, and help develop measurable goals and objectives to keep the

company flourishing (Principles of Management, n.d., para. 5). The current state of affairs paints

the company as a growing entity with the strategic plans of expanding into the Asian markets.

GROUP 4: BIOTECH SUCCESSION PLANNING PART 1 3

The need for integrating local nationals into senior management positions is becoming ever more

evident. This necessitates the establishment of a succession plan that would identify the

competencies that will be required to help Biotech to respond more quickly to change, strengthen

the organization’s resiliency, and keep the organization achieving its goals in the foreseeable

future.

The current organizational plans touch strategically on growing sales within the Middle

East region, particularly among Arab countries. Plans are also underway to expand product

development with an emphasis on creating new cosmetic products and food lines. These plans

require unique leadership traits that demonstrate knowledge of the markets, organization goals,

and core values, like customer centricity, innovation, knowledge, and sustainability, that have

guided the company over the decades (Nejad & Rowe, 2009, para 3). Leadership competencies

that would be required in guiding Biotech from the current level to another depend heavily on

strong interpersonal skills. This implies the ability to interact and relate well with major

stakeholders in the company, particularly the customers and the rest of the team members.

Sharpened interpersonal skills will also help leaders effectively communicate Biotech’s vision and

mission so that goals are achieved.

There is also the need for upholding integrity at all levels of accountability within the

organization. Integrity encompasses honesty and truthfulness that can inspire the rest of the teams

and enhance mutually beneficial relationships with customers and suppliers. Regardless of

education level, the integrity of character will equate to a successful leader (Fuller & Green, 2005,

para. 24-25). Similarly, the planned leader or manager must demonstrate cultural competence,

particularly regarding the Middle Eastern customs and socio-cultural values (Aldrin & Gayatri,

2014, p. 357). The focus of the next phase of growth is planned to take place within the Middle

GROUP 4: BIOTECH SUCCESSION PLANNING PART 1 4

East, necessitating the culturally sensitive leadership to assume the current and future vacant

positions (Conger & Fulmer, 2003, para. 2). Crucially, the prospective holders of the leadership

positions at Biotech should be strong-willed and bold enough to authorize any decision that will

serve the interests of the company.

In the ever-competitive environment, knowledge of the prevailing market conditions and

the ability to forecast the market dynamics such as local demand is essential. There is also the need

to ensure that as Biotech enters into another phase of change and growth, the future leaders are

people who recognize the need to embrace rather than resist change. Leadership requires a holistic

understanding of the various determinants of organization success, including ethics and the

implications of ethics on performance (Nejad & Rowe, 2009, para. 36). Lastly, the ability to work

without supervision would be considered ideal given that managers are supposed to guide the rest

of employees in carrying out critical organizational activities. (Conger & Fulmer, 2003, para. 5).

Succession Planning

Alignment with Mission and Vision

The vision, mission, and strategic plan play central roles in influencing the development

of a succession plan. Biotech promotes and encourages a transformational style of leadership

and, therefore, defines a leader as an active, driven individual who motivates, empowers, and

inspires a team through ethical engagement and open communication to achieve goals together. It

is imperative that the executive team vision aligns with the spirit of Biotech providing its

customers with the healthiest life by utilizing the available natural resources and methods

possible. The mission of the company supports its vision by guiding its employees towards the

affordability and safety of customers as the driving force. The succession plan should explore a

combination of leadership qualities among prospective holders of various positions in the

GROUP 4: BIOTECH SUCCESSION PLANNING PART 1 5

company with the knowledge of its mission and vision. The vision acts as the long-term goal that

the company intends to achieve for certain future dates. Once the vision and mission are

communicated and well understood, any successive management or leadership terms within the

organization would be guided by this vision (Conger & Fulmer, 2003, para. 3). The

determination of the companys vision and mission directly affects the kind of progressive and

transformational leadership the company needs. Specific personality attributes and leadership

qualities are associated with certain leadership styles. Any individual that Biotech appoints into

the five positions must appreciate safety, innovation, and the need for continuous change (Gray,

2018, para. 6). When the vision and leadership qualities are aligned correctly, Biotech would be

positioned to achieve its long term and short-term goals more effectively. Crucially, the vision

determines the kind of strategies that the company will adopt in striving to attain the mission of

Biotech.

Alignment with Company Strategy

Biotech has changed the planning cycle from seven years to three years to increase

flexibility and responsiveness to the changing environments. This strategy will also allow the

company to evaluate the performance of incoming managers over a significantly shorter period.

The approach would enable the company to determine whether the company is on the right path

to achieve its vision (Gray, 2018, para. 5). The shorter time period would enhance the

responsiveness of the organization to any deviation from the stated vision of the company.

Strategies are how a leader realizes and actualizes stated vision or goals. As part of its

strategy for growth and competitiveness, Biotech has determined that innovation and

competitiveness will be crucial in achieving the vision and objectives of the company. This means

that whoever is chosen to fill the essential positions in the organization should be evaluated for

GROUP 4: BIOTECH SUCCESSION PLANNING PART 1 6

their ability to support creativity and innovation (Comstock, 2018, para. 17). Creative management

styles are also associated with a transformational leadership style that encourages employees to

think beyond ordinary and necessary definitions of responsibilities (Nejad & Rowe, 2009, para. 5).

Conversely, traditional autocratic styles of leadership tend to inhibit creative ideas that would go

against the companys strategic plan. It is, therefore, crucial that whoever is chosen exhibits a

transformational style of leadership. Equally important are attributes such as sustainability and

centricity of customers in decision-making. The Biotech should ensure that whoever is selected

for the roles should espouse these attributes.

Strategic Thinking

Strategic thinking entails developing ideas that will promote the attainment of specified

goals in the future. The Biotech has a vision that it must realize using the available scarce resources.

Leaders use resources and competencies developed within the company to achieve the goals (Gray,

2018, para. 1). They do these by adopting the most effective and efficient strategies that incorporate

the needs of the company and the competencies of employees within the organizational ranks. In

choosing the successors of the company leadership and management personnel, strategic thinking

requires picking the right people to fill respective offices in the organization. This process aligns

organization goals, resources, and leadership styles and competencies. While the vision and

mission of any organization should be concrete and long term, leaders should recognize that

strategies are temporary at best and should remain flexible while working together to achieve goals

(Fuller & Green, 2005, para. 15).

Recommendations

Position 1: Sales Director, Middle East

GROUP 4: BIOTECH SUCCESSION PLANNING PART 1 7

Due to Biotech’s goals for expansion and globalization, a new division will be created in

Saudi Arabia. While filling the Sales Director role internally for this Middle Eastern division is

ideal, it would be best to hire a local national. This is largely because it is a completely new

division in a much different market and culture than what Biotech has been involved with in the

past. A local national would have intelligence on the cultural customs and will be able to ensure

that the best candidates are recruited, hired, and trained. Having broad global and cultural

intelligence will assist the division in growing and strengthening relationships with suppliers,

manufacturers, and other business associates (Canwell, Stockton, Dongrie, & Neveras, 2014, p.

12). The Saudi Arabian culture is known for being very family oriented, which falls closely in

line with the family-oriented structure that Biotech has maintained throughout its decades of

business. A strong candidate for this position will keep true to family ties and loyalties to better

develop Biotech and its’ alliances. Having a local national in this position will provide ease in

hiring known, trusted, and high-quality workers for the sales team that will need to be created

(Kwintessential, n.d., para. 9-10). If an internal candidate is selected in the succession planning,

the candidates should be open to new ideas and be culturally aware of the countrys values,

norms, and morals since they will be working in a new environment than their own. The Sales

Director must be able to intermingle with the employees and civilians that work for the company

while maintaining cross-cultural competence. The sales director must be capable of building and

maintaining trust within their area of work for business to run smoothly. Biotech’s Sales Director

in Saudi Arabia should acknowledge and respect that trust is a character trait that Saudi Arabian

workers truly value (Commiscoe Global, 2019). Other key competencies to be a successful

leader in the Arab market are to give great efforts to formality, show upmost respect to all, and be

aware of the highly conservative culture. Leaders in this region should also be strong, confident,

GROUP 4: BIOTECH SUCCESSION PLANNING PART 1 8

and patient negotiators (Kwintessential, n.d., para. 19-23). Having a strong strategic plan,

awareness of the people they work with, and the cultural customs they have while being well-

rounded leader will help to expand Biotech’s good reputation to the Middle Eastern region and

help Biotech achieve its’ mission (Bain & Company, 2018).

Position 2: Director of Research and Development

The succession planning for the high-profile position of Director of Research and

Development is one that will need to be carefully considered. Biotech’s Research and

Development has always fueled and shaped the company’s vision and mission and strategies for

successfully achieving goals. Even though this position does not require the candidate to be a

scientist, this leader should still have a wide range of knowledge of the inner workings of this

department so that progress can be made to introduce and improve products, and the team is

motivated and inspired to be as innovative as possible. This innovation and motivation can be

increased with continued access to cutting-edge technology that will continue to help create a

competitive advantage in the nutraceutical industry. It is also key for this candidate to be able to

effectively communicate the progress and vital information from the Research and Development

team to all other headquarter departments. Due to the need for problem-solving, setting vision

and strategies, demonstrating strong ethics and integrity, displaying drive and purpose, and

valuing diversity, a good candidate for this role would show a passion to influence and long term,

unwavering dedication (Ledford & Lockwood, 2008, para. 6). In this department, there are sure

to be trial and error, failures, and successes. Due to that, a key leadership competency for this

position would be to provide a positive sounding board and encourage unending persistence so

that morale and productivity stay high (Kaufman, 2014, para. 2). Collaboration is paramount in

this department so that effective and efficient two-communication is occurring between the

GROUP 4: BIOTECH SUCCESSION PLANNING PART 1 9

Director and all researchers (Gandolfi & Stone, 2017, p. 8). This will also result in the

completion of goals and objectives that will keep Biotech moving forward.

Position 3: Vice President of Headquarter Operations

Within the next two years, Biotech will need a new Vice President of Headquarter

Operations. A strong candidate will need a broad spectrum of knowledge due to the

responsibility of oversight of multiple departments. These departments include human resources,

information technology, research and development, finance, purchasing, and sales. Candidates

should have strong communication skills, which will be useful so they can motivate employees

to get the job done all while dealing with the companys daily operations (Aldrin & Gayatri,

2014, p. 356-357). Some of the goals that Biotechs is working toward are to be more innovative

and being ahead of the competition, all while having a triple bottom line. The candidate chosen

for this position should have strong leadership and strategy qualities to help build the companys

diverse culture, bring together employees, while fostering team-building skills within each

department (Fuller & Green, 2005, para. 25). A leader that values the skill of collaboration would

serve the organization well. Fostering an environment that relies heavily on collaboration will

result in the creation of successful cross-functional teams (Canwell, Stockton, Dongrie, &

Neveras, 2014, para. 6). In addition to ensuring fluidity between departments, the new President

and CEO will also need to nurture relationships amongst different generations of workers. An

ideal candidate for this position would promote training and mentorship opportunities amongst

the baby boomer and millennial generational workers so that they can be more accepting and

inclusive of their thought processes. This can be a challenging dynamic not only due to the

diverse workforce of the headquarters but also because this candidate will need to have

knowledge of the global economies within this industry and be culturally aware when interacting

GROUP 4: BIOTECH SUCCESSION PLANNING PART 1 10

with employees from each of the four geographic divisions across the world. In order to have

strong global knowledge and ensure smooth operations amongst a generationally diverse

workforce, this leader should be open-minded, resilient, culturally sensitive, and able to deal

with complexity (Ledford & Lockwood, 2008, para. 4-6).

The President and CEO should be a strategic thinker so that goals can be achieved more

rapidly. Because strategy is temporary at best, this candidate should show proactive initiative,

rather than reactionary (Bianca, 2016, para. 1). With a strategic mindset, this candidate would be

able to utilize resources across all global divisions to achieve goals, all while keeping in mind

Biotech’s core value of sustainability.

Position 4: Executive Director, North American Division

The core values of Biotech are to have sustainability, knowledge, innovation, and

customer-centricity. This has built the company to is what it is today and will continue to move

the company successfully into the future. The Executive Director of the North American region

will need to inspire and empower Biotech’s leadership to work to promote and maintain the

company’s values and morals. In order to be successful in this, the leader should possess a wide

range of developed interpersonal skills (Kaufman, 2014, para. 9). These interpersonal skills

could include, but not be limited to self-awareness, showing respect regardless of one’s level in

the organization, providing clear, or open communication opportunities. Through the successful

use of interpersonal skills, resulting in strong working relationships and good company culture,

the new Executive Director would be more effective in succession planning for the future of

Biotech. While some leaders may consider succession planning as intimidating that they are

seeking someone else to fill their position in the future, willingness to be involved in this process

is highly sought after. This proves that the candidate is considering the long-term prosperity of

GROUP 4: BIOTECH SUCCESSION PLANNING PART 1 11

the organization. By recognizing that anything can happen at any time and in order to ensure

smoother transitions and continuity in the company, this candidate should be regularly

addressing succession plans. This is also a huge motivational factor for employees and could

increase productivity and revenue (Flowers, 2017, para. 2).

The executive director of the North American region will be responsible for the

administrative operations, programming, strategic thinking, and planning while sending direct

reports to the company Chief Executive Officer (CEO). Maintaining a bright outlook on the

business outcome will help to develop Biotech’s financial stability (Nejad & Rowe, 2009, para.

28). As one of the most influential positions in the company, a leadership competency that is key

for this role is to maintain the vision for the company. This could be challenging due to the rapid

growth expected in the United States and Canada, but remaining disciplined and staying true to

the company’s vision is imperative to their success (Fuller & Green, 2005, para. 5). As a

visionary leader, this candidate will be future-oriented, proactive, and willing to take risks that

will positively influence the bottom line (Canwell, Stockton, Dongrie, & Neveras, 2014, para. 6).

Position 5: Director of Finance

Biotech anticipates the need to fill the Director of Finance in the near future. Job

requirements of this position include ensuring the companys financial s, procedures, and budgets

are met and maintained. This candidate should also be able to understand and delegate strategic,

operational, and accounting roles and functions, which will boost the profit margin of the

company. Succession planners are seeking a leader with a conservative approach to balance the

risk-taking Division Directors. Not just financially conservative to influence a balanced budget,

but also a patient personality that does not jump to quick conclusions or judgments. The

grounded personality and outlook of this leading position will play a vital role in the company

GROUP 4: BIOTECH SUCCESSION PLANNING PART 1 12

keeping true to their mission, vision, and core values. In order to have awareness of the “big

picture” of Biotech, this candidate should exemplify awareness and be highly perceptive to the

internal and external forces in an around Biotech that could influence their future (Bradford,

2019, para. 6 & 12). The new Director of Finance will also need to know when to develop

positive and healthy standards, which will give the company a competitive advantage (Gilmore,

n. d., para. 3). These could be viewed as problem solving skills and the ability to positively

influence others. An effective problem solver would be able to work directly with executives at

headquarters and division leaders to pinpoint operational problems that are preventing Biotech

from maximizing its’ potential (Bianca, 2016, para 3). Because this position is more than just

strictly overseeing the financial aspects of the company and includes strategic planning aspects, a

competitive candidate to fill this role should be influential (Rowe & Nejad, 2009, para. 8). The

influence that this individual could have on the company range from day to day operations to

assisting with planning and decision making that affect the long-term growth and survival of

Biotech.

Summary

To remain competitive in today’s market it is crucial for Biotech to consider what would

happen if their executives left the company. It is vital that a business is prepared for such an

eventuality. By creating a succession plan for the five key positions, Biotech is identifying what is

necessary for future leaders. The succession plan and recommendations outlined in this report

reflect the necessary leadership attributes. Biotech requires a transformational style of leadership

and defines a leader as an active, driven individual who motivates, empowers, and inspires a team

through ethical engagement and open communication to achieve goals together. The applicable

candidates will provide an environment that is open and collaborative (Comstock, 2018, para 2)

GROUP 4: BIOTECH SUCCESSION PLANNING PART 1 13

and innovative. By incorporating empowerment and efficiencies, management will be much more

effective in the long haul (Nejad & Rowe, 2009, para. 33). Some of the other positions within the

organization can be filled internally. Biotech has a ray of talented workers that can be chosen from

but would be perfect for any jobs they might receive. They would already be aware of the

company’s mission and goals, which would put the company in a better position, and in turn,

ensure the future success of Biotech (Gale, 2013, para. 4). One of Biotech’s main priorities is to

make sure the human resource department and executives can work side by side to ensure the best

candidates, both internal and external, are considered for positions to guarantee the growth and

success of Biotech.

GROUP 4: BIOTECH SUCCESSION PLANNING PART 1 14

References

Aldrin, A., & Gayatri, R. (2014, August). Leadership Not A Title Nor A Position. International

Journal of Current Research and Academic Review, 2(8), 356-366. Retrieved October 22,

2019, from http://www.ijcrar.com/vol-2-8/Anitha%20Aldrin%20and%20R.Gayatri.pdf

Bain & Company. (2018, April 02). Mission and vision statements. Management tools. Retrieved

from https://www.bain.com/insight/management-tools-mission-and-vision-statements

Bianca, A. (2016). Why is Strategic Thinking Important to the Success of Business? Retrieved

from https://yourbusiness.azcentral.com/strategic-thinking-important-success-business-

9612.html

Bradford, R. (2019). Strategic Thinking: 11 Critical Skills Needed. Retrieved from

https://www.cssp.com/CD0808b/CriticalStrategicThinkingSkills/

Canwell, A., Stockton, H., Dongrie, V., & Neveras, N. (2014, March 7). Leaders at all levels.

Retrieved from https://www2.deloitte.com/insights/us/en/focus/human-capital-

trends/2014/hc-trends-2014-leaders-at-all-levels.html

Commisceo Global. (n.d.). Cross Cultural Management Guide-Saudi Arabia. Retrieved from

https://www.commisceo-global.com/resources/management-guides/saudi-arabia-

management-guide

Comstock, N. W. (2018). Critical Skills: Leadership. Salem Press Encyclopedia. Retrieved from

http://ezproxy.umuc.edu/login?url=http://search.ebscohost.com.ezproxy.umuc.edu/login.a

spx?direct=true&db=ers&AN=98402056&site=eds-live&scope=site

Conger, J. A., & Fulmer, R. M. (2003, December). Developing Your Leadership Pipeline.

Retrieved from https://hbr.org/2003/12/developing-your-leadership-pipeline

GROUP 4: BIOTECH SUCCESSION PLANNING PART 1 15

Fuller, J. N., & Green, J.C. (2005). The leaders role in strategy. Graziadio Business Review,

Volume 8, issue 2. Retrieved from https://gbr.pepperdine.edu.2010/08/the-leaders-role-in-

strategy/

Gale, S. F. (2013, March 11). Succession planning roadmap. Retrieved from

https://www.workforce.com/2013/03/11/succession-planning-roamap/

Gilmore, B. (n. d.). Integrating strategic thinking into your organization for long term

competitive advantage. Leadership Advance Online. Retrieved from

https://www.regent.edu/acad/global/publications/lao/issue_11/gilmore.htm

Gray, N. (Ed.). (2018, April 10). Leadership Competencies. Retrieved October 23, 2019,

from https://www.shrm.org/resourcesandtools/hr-topics/behavioral-

competencies/leadership-and-navigation/pages/leadershipcompetencies.aspx

Kwintessential. (n.d.). A Guide to Saudi Arabia-Etiquette, Customs, Clothing, and More…

Retrieved from https://www.kwintessential.co.uk/resources/guide-saudi-arabia-etiquette-

customs-culture-business

Ledford, C., & Lockwood, N. (2008, March 1). Leadership Competencies. Retrieved from

https://www.shrm.org/ResourcesAndTools/hr-topics/behavioral-competencies/leadership-

and-navigation/Pages/leadershipcompetencies.aspx

Nejad, M. H, & Rowe, W. G. (2009, September). Strategic leadership: Short-term stability and

long- term viability. Retrieved from

https://iveybusinessjournal.com/publication/strategic-leadership-short-term-stability-and-

long-term-viability/

GROUP 4: BIOTECH SUCCESSION PLANNING PART 1 16

Principles of Management. (n.d.). Chapter 4.3: The Roles of Mission, Vision, and Values.

Retrieved from https://open.lib.umn.edu/principlesmanagement/chapter/4-3-the-roles-of-

mission-vision-and-values/

Trapp, R. (2014, March 23). Successful organizations need leaders at all levels. Retrieved from

https://www.forbes.com/sites/trapp201403/23/organizations-need-leaders-at-all-

levels/#153a5f3ab17

UMGC. (2019). Biotech Health and Life Products Company Profile. Retrieved

from https://learn.umuc.edu/d2l/le/content/420546/viewContent/16670969/View

Running head: GROUP 4: BIOTECH SUCCESSION PLANNING PART 1 1

Group # 4: Succession Planning Table

Tasheion Christieholloway, Kyami Clarke, Destinee Frankenberry, & Christina Fricke

University of Maryland Global Campus

BMGT 365 7981 Organizational Leadership

Fall 2019

Dr. Ronald Iden

GROUP 4: BIOTECH SUCCESSION PLANNING PART 1 2

Biotech Succession Planning Table

Position Leadership Competencies Source

Sales Director, Middle East (Saudi Arabia)

Global/Cultural Intelligence Canwell, Stockton, Dongrie, & Neveras, 2014, p. 12

Family Oriented Kwintessential, n.d., para. 9-10

Trustworthy Commiscoe Global, 2019, para. 3

Strong Negotiator Kwintessential, n.d., para. 19-23

Director of Research and Development

Innovative “Strategic Thinking: 11 Critical Skills Needed,” n.d., para. 2

Collaborative Gandolfi & Stone, 2017, p. 8

Persistent Kaufman, 2014, para. 2

Passion to Influence Ledford & Lockwood, 2008, para. 6

VP of Headquarter Operations

Generational Diversity Ledford & Lockwood, 2008, para. 4

Strategic Thinking Bianca, 2016, para. 1

Collaborative Canwell, Stockton, Dongrie, & Neveras, 2014, para. 6

Global Knowledge Ledford & Lockwood, 2008, para 5

Executive Director, North American Division

Interpersonal Skills Kaufman, 2014, para. 9

Visionary Fuller & Green, 2005, para. 5

Succession Planning Flowers, 2017, para. 2

Influence Bottom Line Canwell, Stockton, Dongrie, & Neveras, 2014, para. 6

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Director of Finance Conservative “Strategic Thinking: 11 Critical Skills,” n.d., para. 12

Awareness of “Big Picture” “Strategic Thinking: 11 Critical Skills,” n.d., para. 6

Problem Solving Bianca, 2016, para. 3

Influence Others Rowe & Nejad, 2009, para. 8

GROUP 4: BIOTECH SUCCESSION PLANNING PART 1 4

References

Bianca, A. (2016). Why Is Strategic Thinking Important to the Success of a Business? Retrieved

from https://yourbusiness.azcentral.com/strategic-thinking-important-success-business-

9612.html

Canwell, A., Stockton, H., Dongrie, V., & Neveras, N. (2014). Leaders at all levels. Retrieved

from https://www2.deloitte.com/us/en/insights/focus/human-capital-trends/2014/hc-

trends-2014-leaders-at-all-levels.html

Commisceo Global. (n.d.). Cross Cultural Management Guide-Saudi Arabia. Retrieved from

https://www.commisceo-global.com/resources/management-guides/saudi-arabia-

management-guide

Flowers, J. (2017). 9 Tips for Effective Succession Planning. Retrieved from

https://www.coablog.org/home/2017/10/10/succession-planning-the-key-to-effective-

leadership-transitions

Fuller, J. N., & Green, J. C., (2005). The Leader’s Role in Strategy. Retrieved from

https://gbr.pepperdine.edu/2010/08/the-leaders-role-in-strategy/

Gandolfi, F. & Stone, S. (2017). The Emergence of Leadership Styles: A Clarified

Categorization. Retrieved from https://learn.umuc.edu/content/enforced/420546-001034-

01-2198-OL4-7981/The%20Emergence%20of%20Leadership%20Styles%20-

%20A%20Clarfied%20Categorization.pdf?_&d2lSessionVal=hxeKUyCR7RWqUpeLwq

K42K0qf

Kaufman, M. (2014). 10 traits of great business leaders. Retrieved from

https://www.forbes.com/sites/michakaufman/2014/09/05/10-traits-of-great-business-

leaders/#14d2cb102dc7

GROUP 4: BIOTECH SUCCESSION PLANNING PART 1 5

Kwintessential. (n.d.). A Guide to Saudi Arabia-Etiquette, Customs, Clothing, and More…

Retrieved from https://www.kwintessential.co.uk/resources/guide-saudi-arabia-etiquette-

customs-culture-business

Ledford, C., & Lockwood, N. (2008). Leadership competencies. Retrieved from

https://www.shrm.org/resourcesandtools/hr-topics/behavioral-competencies/leadership-

and-navigation/pages/leadershipcompetencies.aspx

Rowe, W. G., & Nejad, M. H. (2009). Strategic Leadership: Short-Term Stability and Long-Term

Viability. Retrieved from https://iveybusinessjournal.com/publication/strategic-

leadership-short-term-stability-and-long-term-viability/

Strategic Thinking: 11 Critical Skills Needed. (n.d.). Retrieved from

https://www.cssp.com/CD0808b/CriticalStrategicThinkingSkills/

roup #4: Succession Planning Table - Part Two

Tasheion Christieholloway, Kyami Clarke, Destinee Frankenberry, & Christina Fricke

University of Maryland lobal Campus

BMT 365 7981 Organizational Leadership

Fall 2019

Dr. Ronald Iden

BGMT 365 - Group Deliverable #3 - Succession Planning Table – Part Two Directions: For each of the five internal candidates from Biotech, identify the leadership competencies illustrated in their Candidate Profiles. Under “source” identify the source (from course materials) that describes this competency, which you will use as support in your Report. Sources may be from all weeks so far – Weeks One, Two, Three, and Four. One example is provided for you.

Position Leadership Competencies Source Candidate 1 – Jackie Johnson *Recommended for Vice President of Headquarter Operations

Strategic Thinking Walsh, 2014

Team player and knowledge of company operations

Gilmore, n.d.

High engagement culture Bilimoria, 2012, para. 6 Interpersonal skills Kaufman, 2014, para. 9

Candidate 2 – Henrietta Higgins *Recommended for Director of Finance

Conservative

“Strategic Thinking: 11 Critical Skills,” n.d., para. 12

Business knowledge

“Importance of,” n.d., para. 5

Aware and perceptive

Bradford, 2019, para. 6 & 12

Problem solver

Bianca, 2016, para. 3

Candidate 3 – Mohammad Darvish *Recommended for Director of Research and Development

Strong customer engagement

Ledford & Lockwood, 2008

Flexible decision making Gandolfi & Stone, 2017 Promotion of innovative and creative thinking

Ledford & Lockwood, 2008

Values honesty Kirkpatrick & Locke, 1991, p. 6 Candidate 4 – Marg Simpson *Recommended for Sales Director, Middle East

Culturally competent for the Middle Eastern Region

Canwell, Stockton, Dongrie, & Neveras, 2014, para. 6

Innovative Bianca, 2016, para. 5 Problem solving and strategic minded

Ledford & Lockwood, 2008, para. 8

Authenticity

Maddux & Galinsky, 2013, para. 7

Candidate 5 – Rafael Mendez *Recommended for Executive Director, North American Division

Generational acceptance Jenkins, 2019, para. 24 Customer-oriented Kaufman, 2014 Collaborative Gandolfi & Stone, 2017, p. 8 Future-oriented, risk tolerant, and proactive

Canwell, Stockton, Dongrie, & Neveras, 2014, para. 6

Running head: GROUP 4: BIOTECH SUCCESSION PLANNING PART 2 1

Group #4: Succession Planning Report - Part Two

Tasheion Christieholloway, Kyami Clarke, Destinee Frankenberry, & Christina Fricke

University of Maryland Global Campus

BMGT 365 7981 Organizational Leadership

Fall 2019

Dr. Ronald Iden

GROUP 4: BIOTECH SUCCESSION PLANNING PART 2 2

MEMORANDUM

To: Maximillian Barney, Biotech Health and Life Products, President and CEO

From: Tasheion Christieholloway, Kyami Clarke, Destinee Frankenberry, & Christina Fricke,

Biotech Health and Life Products, Succession Planning Team

Subject: Biotech Succession Plan

Biotech Health and Life Products (Biotech) is founded on quality products and services.

The ability to deliver natural life products based on these metrics not only depends on Biotech’s

core values; customer-centricity, innovation, knowledge, and sustainability but also largely relies

on the availability of competent leadership that understands the internal and external environments

in which the company operates. Biotech is a historically successful organization and has

implemented succession planning as a proactive and strategic means to recast positions to meet

new challenges or position openings, as opposed to a sudden, last-minute, or complete

reorganization (Fuller & Green, 2005, para. 21). This succession planning is a strategic way to

build on the foundations of Biotech’s past, nurture employee and customer relationships, and

maintain the core values that Biotech was built upon. Succession planning plays a central role in

ensuring the readiness of the company to offer leadership in various roles and responsibilities (Gale,

2013, para. 2). This report captures the process of job advertisement, interviews, and

recommendations for suitable candidates to fill the five positions expected to fall vacant within the

next 12-24 months. The Human Resources Department recently invited Biotech employees to

submit their resumes to be considered for the following future openings: Sales Director, Saudi

Arabia; Director of Research & Development; Vice President of Headquarter Operations;

Executive Director, North American Division; and Director of Finance. Five applicants were

GROUP 4: BIOTECH SUCCESSION PLANNING PART 2 3

interviewed for the upcoming openings. Below please find recommendations for the suitability of

those positions based on competency, skills, experience, and leadership style.

Recommendations

Position 1: Sales Director, Middle East (Marg Simpson)

The position of a sales director requires a leader with the ability to build teams and

encourage collaboration. The holder of this position should have sufficient knowledge of the

market dynamics in the Middle East. This requirement is particularly vital because a sales

director would be expected to establish new relationships with market players and build a sales

team of local nationals who may not be conversant with English. Knowledge of values and

customs that dominate the Arab culture is particularly vital in penetrating this conservative

market (Canwell, Stockton, Dongrie & Neveras, 2014, para. 6). Religion and culture both play a

critical role in influencing the purchasing behaviors of Middle Eastern consumers

(Kwintessential, n.d., para. 7). The ideal candidate need not profess Islamic culture but should

know how to communicate in Arabic language.

Marg Simpson is recommended for this position because of her ability to think

strategically and seek innovative and creative ways to solve problems. As Biotech expands into

new markets, the holder will have to grapple with unique challenges that are inherent in the

respective market (Bianca, 2016, para. 5). It is for this reason that the choice of Simpson was

made. Her problem-solving abilities and strategic decision-making skills make her an ideal

candidate (Ledford & Lockwood, 2008, para. 8). Crucially, this candidate is culturally competent

about Arabic culture, in the language and value system. She is also willing to work in the Middle

East. Performance reviews highlight Simpson’s flexibility and consistent “people first”

personality. Her authenticity combined with her refined interpersonal skills from her experience

GROUP 4: BIOTECH SUCCESSION PLANNING PART 2 4

in the medical field and now as a top performer at Biotech are ideal competencies for successful

interactions with business professionals and customers within the Arab region. A successful

leader in the Arab market gives great efforts to maintain formality, show upmost respect to all,

and is aware of the highly conservative culture. Leaders in this region should also be strong,

confident, and patient negotiators (Kwintessential, n.d., para. 19-23). Ms. Simpson’s more

conservative approach to risk coupled with her willingness to make tough decisions to achieve

success all fall in line with Biotech’s outlook on how to approach expansion into the Middle

Eastern market and Saudi Arabian business professionals’ expectations for calculated and patient

interactions.

Jackie Johnson performed well on parameters for the selection of Sales Director, for the

new Saudi Arabia Division. During the interview, Johnson demonstrated strategic thinking skills,

building teams, and self-confidence. These are essential attributes for a Sales Director. However,

she scored poorly on the cultural competence of Middle Eastern markets. Mrs. Johnson’s explicit

communication style would not be accepted in the high-context Arab culture. Her outgoing

personality would be an asset in one of the other four North American based positions (Tero

Trainers, 2016, 0:38-1:24). Additionally, Middle Eastern workers respect hierarchy and expect to

be directed and guided (Commisceo Global, n.d., para 7-8). The free-rein and collaborative

approach that Mrs. Johnson takes to lead her staff would be ill-matched for workers in this

region.

Position 2: Director of Research and Development (Mohammad Darvish)

The position of a Research and Development Director is a senior leadership and high-

profile position for generating high-performance teams. The holder of this position should have

the capacity to foster a work environment for creativity and innovation. The leader should have

GROUP 4: BIOTECH SUCCESSION PLANNING PART 2 5

the willingness to allow followers to express their creative process and willingly take risks in

pursuit of creative ideas. Persistence, collaboration, and appreciation of diversity are essential in

delivering on the demands of this position (Kaufman, 2014, para. 2).

Mohammad Darvish is recommended for this position because of his strong desire to

foster a collaborative work culture and offer incentives along with encouragement to employees

for creative thinking or risk-taking that promotes creative ideas. This candidate also

demonstrated flexibility in decision-making which is vital in building teams that offer unique

solutions to unique problems. The essence of research and development is to find effective

solutions and ideas for current and emerging market challenges. The holder of this position

should, therefore, be a team player and work with the team to identify organizational challenges

and offer tailor-made solutions (Canwell et al., 2014, para. 6). This high-profile position would

require Mr. Darvish to interact and coordinate with all of the other departments and divisions.

During the interview process, Darvish explained how much he enjoys working with customers.

His strong customer engagement skills would serve him well in this role. Clear lines of

communication to and from the research and development team are crucial to making sure that

Biotech can continue to focus on its’ core values that drive Biotech forward. Additionally,

Darvish’s prefers a laisse-faire leadership style and looks to the contingency theory for guidance.

The laisse-faire leadership style is a very hands-off approach that works well in an environment

where workers have a high level of expertise and leaders are present to provide motivation,

empowerment, and advocation (Gandolfi, 2017, p. 26., para. 1). These hands-off and situational

approaches to leadership are ideal for the research and development department.

While Henrietta Higgins showed a strong work ethic and a desire to see continued growth

and success at Biotech, Ms. Higgins’s leadership style proves to be too invasive for this high

GROUP 4: BIOTECH SUCCESSION PLANNING PART 2 6

expertise department. As a stickler to rules and regulations, Henrietta Higgins was considered

unsuitable in an environment that requires taking risks and bending some rules (Kaufman, 2014,

para. 6). As a valued employee of Biotech, she would be a better fit for a position where she

would have more control and have the ability for structure or defined procedures.

Position 3: Vice President of Headquarter Operations (Jackie Johnson)

As the Vice President of Headquarter Operations, a strong candidate is expected to have

broad knowledge of global markets and demonstrate collaborative, strategic thinking. Strategic

thinking involves having knowledge of the company operations around the world which will

enhance effective decision-making that resonates with the strategic goals of the company

(Gilmore, n.d, para. 3). This is a senior leadership position that requires collaboration with

human resources, information technology, research and development, finance, purchasing, and

sales. In addition to ensuring fluidity between departments, the new Vice President of

Headquarter Operations will also need to nurture relationships amongst different generations of

workers. An ideal candidate for this position would promote training and mentorship

opportunities amongst the baby boomer and millennial generational workers so they can be more

accepting and inclusive to their thought processes.

Jackie Johnson is recommended to fill this position as it becomes available based on her

current achievements and experience working at the headquarters as the Director of Purchasing.

Her ability to successfully foster a small business “subculture” within the purchasing department

will translate well on the large scale of headquarters. Fostering an environment that relies heavily

on collaboration will result in the creation of successful cross-functional teams (Canwell et al.,

2014, para. 6). Ms. Johnson has already made proactive efforts to educate herself to get a better

understanding of the current state of the four geographic divisions and speak with other

GROUP 4: BIOTECH SUCCESSION PLANNING PART 2 7

employees throughout headquarters. As a leader in charge of global operations, it is vital that the

holder of this position can lay structures that allow individual departments and regional leaders

to make independent decisions that support the overall company goals (Ledford & Lockwood,

2008, para. 2). This skill was shown by her ability to empower employees in her department to

make independent decisions that allowed her to focus her attention on strategic goals. Her

strategic thinking skills and ability to build collaborative networks are unmatched key

competencies that the succession planning team is seeking for this position.

A competitor for this role was Mohammad Darvish. While sharing much of the same

positive, proactive, risk-tolerant qualities that are ideal for high profile positions, Ms. Johnson

and Mr. Darvish showed some differences in leadership style. Ultimately, Johnson’s focus on

developing relationships and transformational stance on leadership pushed her to the top of the

candidates. Darvish shows great potential for global leadership competencies through his proven

honesty, integrity, and flexibility, but does not have the headquarter level of experience yet and

therefore this position is not a natural progression for his career with Biotech at this time. The

succession planning team recommends that Jackie Johnson act as a mentor to Mohammad

Darvish to further hone his skills as a leader and work towards future career development

opportunities with Biotech.

Position 4: Executive Director, North American Division (Rafael Mendez)

The executive director of the North American region will be responsible for the

administrative operations, programming, strategic thinking, and planning while sending direct

reports to the company Chief Executive Officer (CEO). The holder of this position should

demonstrate knowledge of company operations in North American markets. Maintaining a

bright outlook on the business outcome will help to develop Biotech’s financial stability (Nejad

GROUP 4: BIOTECH SUCCESSION PLANNING PART 2 8

& Rowe, 2009, para. 28). As one of the most influential positions in the company, a leadership

competency that is key for this role is to maintain the vision for the company. This could be

challenging due to the rapid growth expected in the United States and Canada, but remaining

disciplined and staying true to the company’s vision is imperative to their success (Fuller &

Green, 2005, para. 5). As a visionary leader, this candidate will be future-oriented, proactive, and

willing to take risks that will positively influence the bottom line (Canwell et al., 2014, para. 6).

The holder should also express the ability to collaborate with other teams and share knowledge

and skills for the good of the organization. Effective leadership in this position should be results-

oriented by communicating organizational goals to followers and providing necessary resources

to get the job done.

Rafael Mendez is considered the most appropriate candidate to fill this position. Mendez

has a very successful track record in Biotech sales experience within the North American

division. He is also customer-oriented and good at developing collaborative teams. He

emphasizes the centrality of customer care in achieving organizational strategic goals (Canwell

et al., 2014, para. 6). The competence of Mendez is shown in his strategic thinking skills which

helps to foresee opportunities and challenges ahead of the team and proactively develop effective

solutions to the problems (Bianca, 2016, para. 5).

Jackie Johnson also expressed leadership qualities that would fit well in this position. Her

customer oriented and relational approach to leading are vital to the success of an Executive

Director. However, Mr. Mendez’s sales experience, customer service, and generational

acceptance are unmatched.

Position 5: Director of Finance (Henrietta Higgins)

GROUP 4: BIOTECH SUCCESSION PLANNING PART 2 9

The position of the Director of Finance requires a thorough understanding of financial

concepts, strict adherence to procedures, accounting standards, and organizational policies. While

collaboration with other teams is essential, this role requires limited creativity and innovation

(Canwell et al., 2014, para. 6). It does not require customer care engagement but is more focused

on compliance with regulatory and professional accounting. Looking at the bigger picture,

conservative leadership style, and problem-solving skills are considered ideal for this position.

Succession planners are seeking a leader with a conservative approach to balance the risk-taking

Division Directors. Not just financially conservative to influence a balanced budget, but also a

patient personality that does not jump to quick conclusions or judgments. The grounded

personality and outlook of this leading position will play a vital role in the company keeping true

to its mission, vision, and core values. In order to have awareness of the “big picture” of Biotech,

this candidate should exemplify awareness and be highly perceptive to the internal and external

forces in and around Biotech that could influence their future (Bradford, 2019, para. 6 & 12). The

new Director of Finance will also need to know when to develop positive and healthy standards,

which will give the company a competitive advantage (Gilmore, n. d., para. 3). An effective

problem solver would be able to work directly with executives at headquarters and division leaders

to pinpoint operational problems that are preventing Biotech from maximizing its’ potential

(Bianca, 2016, para 3).

Henrietta Higgins demonstrated her penchant for strict adherence to regulations which

ensures that the department complies with the strict regulatory requirements in submitting

accounting reports and other management reports. She is conservative and does not like engaging

with other people for an extended time. She prefers brief, but objective communication which is

ideal for the position. While Biotech wishes to promote a customer-centric environment for their

GROUP 4: BIOTECH SUCCESSION PLANNING PART 2 10

employees as well as their customers, there are opportunities for training and development to help

Ms. Higgins develop her leadership and speaking skills so that she becomes more comfortable and

fulfilled in the role. Significantly, she has experience working in the procurement department

which sets her apart from the other applicants.

None of the other candidates demonstrated conservative leadership qualities that are

appropriate for the position. The influence that this individual could have on the company ranges

from the decision making of day to day operations to assisting with planning that affects the long-

term growth and survival of Biotech. All other candidates were admittedly more tolerant of risks,

which could cause financial unbalance if they were to lead this department.

Summary

Based on the internal applicants that were interviewed for the future job openings, the

succession planning team was able to make recommendations for each role and there is currently

no need to seek external applicants for these positions. While the succession planning team feels

confident in the recommendations made, the teams suggest that opportunities for training,

development, and mentoring are provided to these candidates to further develop their skills and

abilities. For example, leadership and soft skills training would benefit Henrietta Higgins. Ms.

Higgins is a strong candidate for the position, but leadership training could help modernize her

leadership approach from a slightly authoritarian style to more of a transformational leader. As part

of Biotech’s strategy to achieve competitive advantage through the innovation and creativity that

is fostered by transformational leaders, this extra training would help Ms. Higgins help support

Biotech’s vision, while also nurturing her drive for strict adherence to rules and protocol. Another

example for further training could be cultural competency training is also recommended for Marg

Simpson so that she can be as prepared as possible for her new role in the Middle Eastern region

GROUP 4: BIOTECH SUCCESSION PLANNING PART 2 11

as a leading female business professional. External searches for upcoming openings would only

be necessary if something falls through with the current recommended candidates over the next 1-

2 years.

While this succession planning aims to assist Biotech to respond more quickly to change,

strengthen the organization’s resiliency, and keep the organization achieving its goals in the

foreseeable future, it has also provided opportunities to engage and energize employees

throughout the company. Because employees see that Biotech wants to continue to create a

family-oriented environment that offers career development and promotion, employees are

inspired to give their best and are seeking challenging roles so that they can improve and achieve

more. By shifting the succession planning to every three years, as opposed to seven, this strategy

will promote a high-engagement culture that puts value to employees’ talents and contributions,

encourage higher input and initiative, and will increase diversity amongst Biotech’s leadership

teams (Bilimoria, 2012, para. 5-8).

To remain competitive in today’s market it is crucial for Biotech to consider what would

happen if their executives left the company. It is vital that a business is prepared for such an

eventuality. The recommended appointments outlined in this report reflect necessary leadership

attributes and are designed to address the organizational vision of creating safe, natural, and quality

products. Biotech requires a transformational style of leadership and defines a leader as an active,

driven individual who motivates, empowers, and inspires a team through ethical engagement and

open communication to achieve goals together. By incorporating empowerment and efficiencies,

management will be much more effective in the long haul (Nejad & Rowe, 2009, para. 33). The

selection was based on the competency of the candidates to serve in their respective positions

GROUP 4: BIOTECH SUCCESSION PLANNING PART 2 12

consistent with organizational culture and policies. The team reflects the diversity and competence

appropriate for guiding the organization toward competitiveness in the market.

GROUP 4: BIOTECH SUCCESSION PLANNING PART 2 13

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