Succession planning often fails before it begins—because we start by asking the wrong question: Who’s next?
Too often, the answer turns into “Who looks like the current leader?” or “Who’s already in the spotlight?”
That’s not planning. That’s recycling.
If you’re building a future-ready organization—one that survives change, grows talent, and reflects your values—you need a better way to identify successors. Especially the ones who aren’t obvious.
Here’s how to do it.
Start With the Role, Not the Person
Before you name a single successor, define the future version of the role.
Ask:
- What will this role need to accomplish in the next 1–3 years?
- What challenges will this part of the business face?
- What kind of leadership is missing right now?
- How will the team, customer expectations, or external conditions evolve?
This keeps you focused on capability, not personality. It helps you define what future success actually looks like—not just what the last person happened to do well.
Once you know what’s needed, you can start identifying the experiences, skills, and mindsets a future leader should bring.
Don’t Start With a List—Start With a Map
Forget the “bench list” mentality. That’s how you get shallow slates full of polished performers who already know how to work the system.
Instead, map your organization by:
- Critical roles: Where would a vacancy create disruption?
- People dependencies: Who owns processes no one else can run?
- Pipeline visibility: Where are we developing talent—and where are we not?
This structural approach reveals where you have single points of failure, development deserts, and talent clusters that can be leveraged in new ways.
Once the map is clear, you can start surfacing people—not just names in boxes, but actual potential across your org.
Look Beyond the Loudest
Some of your future leaders are not raising their hands.
They’re too busy delivering.
To uncover them, you need to:
- Track performance trends over time, not just last cycle’s ratings.
- Ask skip-level managers and peers who they rely on when it counts.
- Review internal mobility history—some talent has stalled because no one sponsored them.
- Analyze access to opportunities: Who’s been in the room? Who hasn’t? Why?
The “invisible ready” are often hiding in plain sight. They may not have a sponsor. They may not speak up in talent review meetings. But they lead informally, solve problems systemically, and carry cultural weight.
If you don’t surface them, you’re not just missing out—you’re reinforcing bias.
Use Multi-Rater Talent Reviews
No one manager can give you a full picture of a potential successor.
Managers see their own lens. And let’s be honest—some promote people who reflect their style, not the organization’s needs.
Fix this by building a multi-rater talent review process. Include:
- Previous managers
- Skip-level leaders
- Cross-functional partners
- Project leads and mentors
You’ll see who performs under pressure, who influences without authority, and who can navigate ambiguity.
You’ll also uncover patterns: people consistently mentioned as credible, reliable, or growth-ready—but never formally nominated.
That’s a red flag. And an opportunity.
Define Readiness with Real Criteria
Stop using “ready now” like it means something.
Too many organizations slap that label on someone because they’re likable, they know how to present in meetings, or they’ve been “next in line” forever.
Instead, define readiness with observable criteria:
- Skills demonstrated: Have they handled scope at this level?
- Situational leadership: Have they led in change, conflict, or crisis?
- Impact delivered: Can they move strategy forward, not just manage tasks?
- Learning agility: Can they adapt and grow in complexity?
When you apply these standards across candidates, the playing field shifts. And often, so does your slate.
Watch for Pattern-Breakers
Some of your best future leaders won’t look like your past ones.
They might not have an MBA.
They might have come through an unconventional path.
They might challenge your assumptions.
That’s a good thing.
If all your successors have the same background, style, or comfort level with status quo leadership, your pipeline is brittle.
So start asking:
- Who challenges and improves groupthink?
- Who gets followership, not just visibility?
- Who builds systems, not just executes?
These aren’t “nice to have” traits. They’re exactly what you need for succession that supports growth, equity, and resilience.
Build Talent Signals Into Everyday Work
Spotting potential shouldn’t be a once-a-year guessing game.
Instead, build signals into everyday business:
- Use project rotations and internal gigs to observe leadership under pressure.
- Track coaching outcomes—who lifts others up?
- Invite mid-level employees to present strategic updates to execs.
- Run simulations, case studies, or real-time problem-solving labs.
This gives you live data on who steps up, who learns fast, and who takes accountability. Not just who looks good in a review meeting. Then do something with this information. Don’t just ignore and move on. Use it to become better.
Make It Safe to Self-Nominate
You’ll never know who wants to lead if they think the door is already closed.
Normalize self-nomination and aspiration sharing—not just in performance reviews, but in regular career conversations.
Ask:
- Where do you want to grow?
- What kind of leadership challenge excites you?
- What haven’t you had a chance to show yet?
Some of your strongest future leaders are waiting for permission to opt in. Or for someone to ask the right question.
Be the one who does.
Final Thought: Challenge the System, Not Just the People
If your succession process keeps surfacing the same names year after year, the problem isn’t your talent—it’s your system.
Successor identification should be:
- Based on future needs
- Informed by multiple perspectives
- Grounded in data, not familiarity
- Designed to surface hidden talent
Because the best succession plans don’t just protect leadership—they grow it. From the ground up.
