Why plan for succession?
This helps you avoid several pitfalls that can be costly for the organization:
Preserving knowledge and organizational memory
When someone leaves without having had time to explain and document their experiential knowledge, a part of the organization’s memory is lost. Methods, contacts, decision-making guidelines, trade secrets, and unwritten rules—anything that isn’t documented risks being lost.
But the person must still be willing to pass it on. Because the person who holds this knowledge does not always have an interest in making it visible, for several reasons. Their expertise, which is sometimes “opaque,” makes them indispensable. When retiring, it is less about deliberate withholding than about mourning: mourning one’s role, one’s usefulness, and what one has built. Not to mention that, unconsciously, we don’t share everything. This is yet another reason to begin this process well in advance, when the relationship is harmonious and time is available. The longer we wait, the less we can act with depth.
Facilitating the Successor’s Integration
When a departure occurs—whether sudden or not—the person leaving often leaves a strong imprint. Their successor may struggle to establish themselves, constantly compared to “the former.” A planned transition allows teams to prepare and creates the necessary space for the newcomer to take their place.
Planning for the transfer of knowledge
We often forget to identify what experts actually rely on to perform well: knowledge, tools, networks, understanding of exceptions, and quality criteria. When this transfer is not prepared, the person taking over assumes responsibilities without having been able to master all the necessary resources. They then risk being compared to their predecessor before even having established their own benchmarks. A solid succession plan therefore allocates time and employs various methods (documentation, observation, mentoring, role-playing, feedback) to make practices visible and support their adoption
Ensuring operational continuity
An ill-prepared departure can paralyze a department, delay projects, or even undermine customer relationships. Obviously, these consequences will come at a cost to the company.
Offering development opportunities:
A well-communicated succession plan shows employees that the organization is investing in their future.
To move from reactive management to a truly strategic approach, it is essential to understand what a succession plan entails and how to implement it in a structured and people-centered way.
Filling a vacancy or developing the next generation of leaders: what’s the difference?
When a departure occurs, most organizations find themselves reacting in a rush: someone leaves their position, and they must quickly find someone to take over to prevent operations from being disrupted. The focus is on the short term: the gap must be filled as quickly as possible.
Developing successors means taking action well before a departure occurs. It involves identifying critical positions, pinpointing individuals who could one day assume those responsibilities, and gradually offering them opportunities for learning, experimentation, and mentorship. The goal is no longer merely to fill a vacancy, but to build sustainable continuity for the organization.
The difference is fundamental: in one case, we are managing a crisis; in the other, we are building the future.
Are there different types of succession planning?
Succession planning is not limited to replacing a CEO.
It encompasses several areas of expertise:
Executive succession planning concerns senior leadership positions and strategic decisions. It is the most visible and sensitive form of succession planning.
Expertise succession planning concerns roles that require specialized knowledge, complex decision-making, networks of relationships, and practices that are difficult to quickly rebuild: the technician who knows the machines inside and out, the analyst who masters complex processes, the account manager who maintains close relationships with key clients.
Management succession planning focuses on middle management positions that are essential to the day-to-day functioning of teams.
Each type of succession planning presents its own challenges and requires a tailored approach.
What are the key factors for a successful transition?
For a transition to proceed smoothly, certain elements deserve special attention to ensure that the successor can step into the role with confidence and to maintain team balance:
Anticipate resistance from the outgoing individual.
The person who holds the knowledge does not always have an interest in making it visible. The opacity of their expertise may be what makes them indispensable. In other cases, particularly at the end of a career, it is less about deliberate withholding and more about grief: leaving a role in which one has built a career over the years. Not to mention that, unconsciously, we don’t communicate everything because we don’t think of everything—especially under pressure.
Acknowledging this reality with kindness and creating a space for dialogue early on is part of the transition process.
Avoid comparisons and focus on complementarity
“The former did it this way, the former knew that…”—such comparisons, even when well-intentioned, undermine the successor’s legitimacy. Instead, the discourse should highlight what the new person brings that is different and complementary.
Allow the successor to add their own touch
The successor must have the freedom to bring their vision, style, and ideas. This is how they will gain legitimacy and how the organization can continue to evolve. If succession planning is done in advance, you can identify gaps between the role’s requirements and the skills the successor already possesses.
This makes it possible to plan for the necessary training, support, and practice time.
Choosing the Right Time
Recruiting a successor too early can create discomfort, but recruiting too late means running out of time. The ideal approach is to allow for a sufficient overlap period to observe actual work, explain key practices, and gradually transfer responsibilities.
Clarify everyone’s roles
All stakeholders—the person leaving, the person arriving, the team, management—must understand their role in the transition and what is expected of them.
By meeting these conditions, we create an environment where the successor can settle in more easily, where the outgoing person can step down with peace of mind, and where the organization navigates the transition with stability and confidence.
Can a single succession plan be created to anticipate all strategic departures?
Certain elements of the process benefit from standardization: criteria for identifying critical positions, selection tools, communication steps, and checklists for documentation.
Other elements must remain tailored: the development path for each potential successor, personalized support, and a transition plan adapted to the specific context of the position and the people involved.
Conclusion: Do not neglect the successor’s onboarding
Whether newly recruited or promoted from within, the person taking over must be supported as they assume their new role. A new position involves new trade-offs, new relationships, new expectations, and new decision-making benchmarks. Neglecting this step can undermine all the work accomplished beforehand.
Preparing the successor isn’t just about passing on information; it’s about creating the conditions for another person to take ownership of useful resources and apply them judiciously in practice.
Would you like to strengthen your onboarding practices and better support your talent as they take their first steps in a new role? Our training course, ➡️ Employee experience: Successful integration to increase retention, offers concrete strategies for effectively welcoming, guiding, and equipping your new hires—including those taking over a position as part of a succession plan. Register now for our next training session here.
