Do you want your team, department, or organization to crumble after you leave? If so, don’t do any of these things…
- Identify Critical Roles
- Identify which roles I am currently filling that our organization should target through this succession plan.
- Build talent profile
- Describe the talent composition required for each critical role at the present time and according to our organization’s future needs.
- Nominate Successors
- Select succession candidates for each critical role through a nomination survey
- Assess Development Needs
- Summarize the talent profile of each succession candidate and identify gaps to target through development.
- Develop Talent
- Outline or update development plans for each candidate, and track recommended and completed development activities.
- Measure Progress
- Update the scorecard, tracking various indicators of improved succession planning outcomes.
Some examples of questions that might need to be asked of your direct oversight between now and your end date:
- How much overlap would be preferred between each candidate and the incumbent leader?
- What level of input would you like from the incumbent in nominating successors?
- Who will handle direction and accountability for the setting and achieving of goals during any overlapping period?
- What is the vision for the final handoff of the role and exchange of authority?
- Who will be the person I would speak to regarding benefit changeover (Insurance/retirement/severance)?
- What type of ask will be made of the workers, including paid staff, for post-transition commitment to work/serve?