The Five Steps of Succession Planning

Growing organizations are constantly adapting leading to the need for continuous development and transformation of resources. Yet succession planning is rarely discussed even though it leads to personal growth and leadership development. Some leaders push these activities on the back burner since they are not contemplating leaving and they have a “strong” board. Others talk board members out of stepping down since no one is identified to take their place. A few wish they knew how to start the conversation particularly with a board member that has not attended many of the board meetings this year. And some know this conversation is coming to late, since their founder just announced their retirement, and they are struggling to develop next steps. 

Deep down leaders know transition will not wait until they are ready or have the time. How did succession planning become such an intimidating process and more importantly how can organizations take back these natural activities? Would you start if the process is only five steps? 

Step 1: is getting started. Create realistic expectations with project goals and realistic objectives.  How do you begin the discussion on the right foot? Who should participate? What are their roles and responsibilities? How do you know when you are ready for the next step? How do you stay on track? How much time will it take? What outside expertise is needed? 

Step 2: Once you are ready to begin the journey. Communicate and then communicate more. How will the committee gain input from all parts of the organization? Create and strengthen organization wide avenues of communications. Develop a strong communications cadence. 

Step 3: Begin with your board and leadership volunteers. After all, by definition, they serve for a set period of time. Create space and empower board members to evaluate their roles and responsibilities with input from leadership staff leading to new or updated job descriptions. Empower board members to ponder their success, how they want to continue to participate, and when they are ready to make space for new leaders. 

Step 4: Begin to create a plan by connecting job descriptions to one another. How do emergency, departure defined, and strategic & succession plans fit together? Continue to evaluate and explore. What happens in short term transitions of officers or staff? How is the agency preparing for emergency transition? What are the special issues for organizations with founding executive directors and organizations without paid staff?  If the process gets sidetracked or delayed how do you regain momentum? How do you keep everyone connected? Should you appoint new committee members in mid-stream? How do these activities connect with strategic planning activities? 

Step 5: Once plans are complete it is time to launch. How does the agency embark? How are the next generation of leaders engaged? How do you evaluate and improve succession planning activities? 

Succession planning is an opportunity to build the capacity of the organization. Creating a plan will strengthen the agency and the services it provides. Let's get started.