Succession Planning: The Art of Building Tomorrow’s Leaders Today

In the ever-evolving world of work, one question separates thriving organizations from those merely surviving: Who will lead tomorrow? For years, I’ve worked with HR leaders across continents, and one truth remains universal: organizations that neglect succession planning are not just risking talent gaps—they are risking their future. Whether in Lagos, London, or Los Angeles, the principles of building leadership depth remain the same, but the urgency in today’s volatile business environment has never been greater. What Really Is Succession Planning? It’s more than just naming a backup for the CEO. Succession planning is a strategic, systematic process of identifying and developing future leaders to ensure business continuity and leadership readiness at all levels. Three perspectives shape my approach: The Leadership Pipeline View (Charan et al.) – Building “leadership depth” at every level of the organization. The Critical Roles View (SHRM) – Focusing on pivotal positions that drive organizational performance. The Holistic Talent View (CIPD) – Developing people for key roles across all functions, not just the top. In essence, it’s not just about replacing people. It’s about building capability, resilience, and agility into the very fabric of your organization. Why Succession Planning Is Non-Negotiable I’ve seen companies stumble through painful, costly leadership transitions—and I’ve seen others glide through them seamlessly. The difference? A living, breathing succession plan. Consider: Business continuity – Sudden departures don’t have to mean operational chaos. Talent retention – High-potential employees stay where they see growth pathways. Strategic agility – Organizations with ready leaders can pivot faster in changing markets. Risk mitigation – Reducing dependency on individuals protects institutional knowledge. As one CEO I advised put it: “If something happens to me tomorrow, my company shouldn’t miss a beat.” That’s the succession mindset. The Building Blocks of Effective Succession Planning 1. Identify Critical Roles Not all roles are equal. A critical role is one that, if left vacant or poorly filled, would significantly impact operations, culture, or strategy. These often include: Executive leadership Specialized technical or regulatory positions Roles with deep client or stakeholder relationships 2. Map Competencies with Precision I use a simple but powerful visualization: mapping required competencies against current readiness. For example, a future HR Director might need mastery in: Strategic workforce planning Change leadership HR analytics Global labor law When we map individuals against these competencies, development gaps become clear—and actionable. 3. Use the 9-Box Grid Wisely This classic tool helps identify high-potential, high-performance individuals—your succession candidates. But remember: potential without performance is just promise. Performance without potential may mean a ceiling. 4. Create Individual Development Pathways Once identified, successors need: Stretch assignments – Roles with P&L responsibility, cross-functional projects Exposure opportunities – Board meetings, client negotiations, industry forums Targeted learning – Not just courses, but mentorship, coaching, and peer circles Feedback loops – Regular, structured check-ins on progress Real-World Lessons from the Frontlines General Electric’s legendary succession process under Jack Welch wasn’t about secrecy—it was about systematic, transparent development. He groomed three CEO-ready leaders; one succeeded him, the others led major corporations. Procter & Gamble rotates leaders across functions and geographies, building versatile executives who understand the business end-to-end. Even McDonald’s has multiple leadership pipelines: from restaurant manager programs to global executive tracks. In Africa, companies like Flutterwave and MTN are investing heavily in homegrown leadership development, recognizing that local talent with global mindsets drive sustainable growth. The Implementation Roadmap Conduct an organizational assessment – Align succession with business strategy. Identify critical roles and competencies – Be specific about what success looks like. Assess talent gaps – Use data, not just intuition. Build and nurture the talent pool – Development is continuous, not episodic. Create clear pathways and timelines – Transparency builds trust. Measure, review, adapt – Track readiness, retention, and promotion rates. Common Pitfalls to Avoid Confidentiality over communication – People should know they’re in the pipeline. Focusing only on senior roles – Leadership pipelines should be multi-level. Neglecting diversity – Homogeneous succession planning perpetuates homogeneity in leadership. Setting and forgetting – Succession plans are dynamic documents. Ignoring personality and culture fit – Competence alone isn’t enough. A Call to Action for HR Leaders Succession planning isn’t an HR exercise—it’s a business imperative. Start where you are: Identify one critical role in your organization and map its competencies. Assess at least two potential successors using the 9-box framework. Initiate one development conversation this month with a high-potential employee. Present a one-page succession roadmap to your leadership team next quarter. The future of your organization doesn’t just happen—it’s built intentionally, by leaders who care enough to prepare the next generation. I’d love to hear from you: What’s the biggest succession planning challenge in your organization? Share your thoughts in the comments.