Why You Should Think About Succession Planning

"One of the things we often miss in succession planning is that it should be gradual and thoughtful, with lots of sharing of information and knowledge and perspective, so that it's almost a non-event when it happens." - Anne M. Mulcahy

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I get to meet leaders who never think about succession planning. They have a running system in place and cannot or do not want to imagine that it could be otherwise. Worse, some even avoid the topic consciously out of fear. They are afraid of growing people, since this could result in their directs becoming a competition to themselves. 

While I would advise everyone with such thoughts to deep-dive into that topic and explore other perspectives, I would like to make you aware of another important point in succession planning. 

The aim of each organization is to run smoothly and without disturbance. When a manager or expert changes positions or leaves the company, there is a gap to fill and - without potential successors - there will be an interruption in business. So, whenever possible, the organization will try to avoid the interruption. 

You might say, sure, that’s logical. 

What is the problem for you? If your performance is great, then you will get promoted, and HR and management can worry about how to fill the gap afterwards. 

Think about the following aspect:

If you don’t have a future-oriented and communicated succession plan in place, you might not even get considered for a job opening, because the company fears creating a gap. 

What I witness when discussing organizational developments or necessary position backfills is that higher management will say, “Person A is no option - if we took her, we would not know what to do with her current responsibility.“

So, as a consequence, it can happen that Person B gets chosen, if there won’t be a business interruption when promoting her or if the gap seems to be less harmful to the company. 

Of course, it does not always happen like that, but I want to make you aware of this option, since business and career decisions are not always or purely based on greatest performance or seniority.