Succession (Part 3 of 4) - What is Stopping You?

Inviting discussion on succession planning has often resulted in either a mix of blank faces wondering what succession planning is, those already in the know either believing a plan is in place in their organisation but no idea what it is, or an unwillingness to address succession until everything else in the business is taken care of. There are many organisations who do have succession plans in place but the responsibility tends to be left to the HR lead to take the responsibility.

There is often a consideration that succession planning is just for the ‘top dogs’. Yet promoting internally for more senior roles leaves gaps throughout the organisation. Succession planning affects all in an organisation. So what is stopping your organisation from making succession planning a key component to your planning, budgeting, strategy, and continuity planning?

Succession planning is often considered as a replacement plan or a HR project. And here is where the issue lies.

Succession (No, I still haven’t watched the show!) is about your organisation continuing indefinitely. Every organisation has customers, suppliers, and a wider network of people who greatly benefit from their work, so it is important to keep your focus on keeping what you do for the long-term. More people are reliant on your organisation beyond just the immediate team. Your organisation was founded for a reason and has got this far because of so many people, so how will you work towards keeping your mission, service, and value for many more to benefit?

For each individual, how will you prepare for their work to continue long after they are gone? Whether they leave for a new role, move to a new organisation, retire, or are unable to work, it is important that your organisation prepares each role for the next person to step into - whether for an emergency, for long-term leave, or for when each person leaves for good. Succession planning isn’t just for the definite departure, or the ‘what ifs’ that happen along the way, but for keeping the organisation’s mission alive long into the future.

This is relevant not just in leadership, or what is termed ‘critical’ or ‘key’ roles, but for all roles, as each contributes to another. Leadership is supported by key roles, which in turn do their work thanks to their team, support staff and entry level staff. We all rely on each other, so the more effective planning and development is implemented, then the greater your recruitment needs and skills development can be identified and planned for in your annual budget and ongoing strategy.

The ideal situation is that people are brought in at entry level and brought on a path through the organisation. Yet in any group situation, it is vital to bring in fresh perspective, expertise, and diverse voices to strengthen the organisation and make the work relevant and updated with societal needs.

When organisations consider their strategic plan, the roles required for the long-term are a vital consideration for the determination of the sustainability of the organisation’s success. We have all experienced shocks to our work in recent years - pandemics, natural disasters, man-made disasters, economic impacts, increased cost of living, and staff turnover. All effect our ability to do our job and for our organisation to thrive. There are increasing impacts that result in knee-jerk reactivity that take us away from the path we originally set. Succession planning supports organisations and teams being able to effectively pivot as is needed, without losing course of the track to which you want to journey.

People leave organisations, so relying the succession plan on specific individuals is a risk, but rewarding when it works. Yet have you reviewed what each role needs and the type of skillset and character to bring the role to life? How is your organisation prepared for the ‘when’ of key people leaving?

So What is Stopping You? 

When you consider succession planning for your organisation, what stage are you at?

How is succession planning managed in your organisation - when someone leaves, as part of performance reviews and career planning, or not at all?

Who manages and leads your succession plan? Do your organisation’s leadership take charge or do they leave it to HR to manage? When leadership aren’t engaged it gives the message to everyone else that it is not important. This has a knock on effect for individuals to not feel valued and not have a reliable career path to follow.

Understanding the biggest challenges for succession planning to be implemented in your organisation will help determine the path to take.

There are many reasons why succession planning is left on the long-finger or often not considered. When it is not included as an important part of strategic planning and development then of course succession is seen as a tick box exercise to focus on when crisis occurs.

Some organisations try to cram in a succession plan when going through a period of change, yet it can often get lost in the upheaval.

Succession is responsible for your organisation’s long term success so what can you do to ensure its legacy is being shaped for the long-term?

Creating Your Organisation’s Legacy through Succession Planning 

Our mission at Living Legacy is to help you and all organisations to design, map, and implement effective contingency planning, through succession planning and executive coaching. This isn’t a replacement plan, but an audit of your business vision, values, strategy, and operation.

Helping you manage the succession planning process we bring objectiveness, experience, and guide cohesion throughout the whole team in initiating and successfully implementing this process. 

From working with your leadership team, HR team, and people managers in identifying high-potential candidates, through to aligning performance reviews with development plans, and reviewing the process and outcomes on a regular basis, will ensure that succession planning is part of long-term continuity plans. 

Succession Planning, once done effectively, can be continually tracked rather than being treated as a once off project.

As your business continues, make plans today to ensure this will be possible.

We are eager to learn more to understand perceptions and experiences in succession planning so invite you to connect with us to learn about your = organisation's plan when it comes to future proofing your mission and long-term sustainability. 

We look forward to helping you navigate your journey.

Jennifer McConnell
Founder
Living Legacy