Avoid Critical Succession Planning Mistakes That Could Cost You

Developing future leaders can come at a significant cost, both in direct investments — such as formal learning and development (L&D) programs — and in softer costs, such as leadership shadowing, mentorship, and one-on-one coaching. Another major investment is time, with new executives typically needing 12 to 24 months to reach full effectiveness. 

Without a strategic approach, these investments can go to waste, leaving organizations with unprepared successors and weakened leadership pipelines. Here are actionable ways to overcome six common pitfalls and create a more robust and inclusive succession strategy.

Replace the Role, Not the Person

A common mistake in succession planning is focusing too much on replacing the individual. When organizations attempt to find a direct replica of the current role-holder, they risk limiting their talent pool and overlooking candidates with fresh perspectives and adaptable skill sets. Follow these steps to stay focused on the role, rather than the individual occupying it:

1. Develop role profiles. Define the skills and competencies required for the role rather than mirroring the current role-holder’s attributes.
2. Use workforce analytics. Leverage data to predict future role requirements based on business goals and market trends.

See Succession Planning as Dynamic

After a major restructuring or a tough talent cycle, an organization might make a big push to create a succession plan, but succession planning can’t just be one big push. It needs to continuously evolve as business needs shift or else the plan can quickly become outdated, leaving gaps in leadership readiness. Follow these steps to prioritize agility:

1. Establish a continuous review cycle. Revisit succession plans at least once per year. 
2. Integrate succession into business strategy. Shift succession plans as business strategy evolves to align it with changing organizational goals, market conditions, and industry demands.

Avoid Inaction

Organizations might delay succession planning because it often feels overwhelming, but inaction can leave critical roles unfilled and the company unprepared for leadership transitions. Instead of striving for a perfect plan from the start, take these small, strategic steps: 

• Start with a pilot program. Focus on the top five to 10 most critical positions and gradually expand.
• Use a phased approach. Develop short-term (emergency replacements), midterm (development-focused transitions), and long-term (future leadership) succession strategies.

Inform Successors of Their Role

Agreeing to be a successor often comes with new expectations and L&D requirements. If you do not engage successors early and secure their buy-in, you risk misalignment, disengagement, or even the loss of high-potential talent who feel unprepared or uninterested in the role. Follow these steps to ensure alignment and tailor development plans based on the individual’s aspirations and readiness:

1. Have development conversations early. Discuss career aspirations with high-potential employees before formally identifying them as successors.
2. Provide transparent growth paths. Outline possible leadership trajectories to ensure alignment with individual interests.
3. Regularly check readiness and commitment. Conduct quarterly check-ins to ensure the successor remains engaged and aligned with organizational needs.

Include Performance Planning

Identifying a successor means recognizing high-potential talent, but assuming they will naturally develop all the necessary competencies over time poses a significant risk: Leaving development to chance can result in skills gaps and unprepared leaders. Follow these steps for a structured approach to successor development:

1. Assess readiness levels. Categorize successors into different time frames (e.g., “ready now,” “ready in 1-2 years,” or “needs further development”).
2. Create individual development plans (IDPs). Tailor leadership development programs based on identified skills gaps.
3. Provide hands-on leadership training. Implement job rotations, mentorship programs, and cross-functional assignments.

Ensure Inclusivity

One of the biggest pitfalls in succession planning is defaulting to candidates who closely resemble the current role-holder, limiting diversity, stifling innovation, and overlooking high-potential employees with different but valuable skill sets. Follow these steps to assess candidates based on potential and strategic alignment rather than familiarity:

1. Implement bias-reduction training. Educate decision-makers on unconscious bias in succession planning.
2. Encourage diverse career paths. Identify employees with unconventional career trajectories who have strong leadership potential.

Conclusion

Organizations can build a stronger, more adaptable succession pipeline by avoiding these common pitfalls and implementing proactive strategies. For a deeper dive into effective succession planning, explore SHRM’s upcoming e-book, Empowering Tomorrow’s Leaders: Succession Strategies to Build a Competitive Advantage.