Why Succession Planning Fails

Today organizations must evolve or risk irrelevance. Yet, many leaders remain entrenched in their roles, unwilling or unprepared to hand over the reins. Here’s the wake-up call: only 14% of leaders think they are succeeding in succession planning. If change is the only constant, why are so many organizations failing to plan for it?

What’s Really Going Wrong?

1. Superficial Planning, Disconnected from Strategy

Most companies treat succession planning like a checkbox exercise—document a few names, file it away, and move on. But leadership needs aren't static. Plans that align only with today’s needs become outdated when leadership transitions occur.

2. Psychological Resistance from Leaders

Succession threatens more than power—it threatens identity. For many leaders, work is deeply tied to self-worth. Preparing a successor can feel like handing over not just a role but a part of themselves. Leaders may unconsciously delay or sabotage planning, fearing they’ll become obsolete. The Davis Wright Tremaine study notes that some leaders resist even the discussion of succession because it forces them to confront an uncomfortable truth: the organization can thrive without them.

3. Bias in Identifying Successors

When you believe no one can do the job like you, you’re bound to misjudge others. Leaders tend to overestimate the uniqueness of their abilities, creating a bias that inflates the skills needed for their successors.

4. Avoiding Conversations, Missing Expectations

Succession planning isn’t just about identifying talent—it’s about managing aspirations. Yet many leaders avoid candid discussions with high-potential employees. This silence creates disconnects, leaving employees unaware of their prospects and leading to disengagement or departures when expectations aren’t met.

What Needs to Change?

1. Be People-Focused and Empathetic

Succession planning stirs emotions. Leaders must create space to talk about vulnerability—both their own and their successors'. Organizations need to foster a culture of psychological safety, encouraging leaders to engage in these conversations without fear of being judged or sidelined. Only through open dialogue can transitions become opportunities for growth instead of anxiety.

2. Be Transparent and Future-Focused

Leaders must look beyond today’s roles and focus on future skills, including those in emerging areas like AI or digital transformation. Mentoring should be paired with ongoing education in fields that the current organization may not yet prioritize. Non-traditional candidates should be given a fair shot, as diverse leadership pipelines tend to drive both innovation and resilience.

3. Be Engaged and Committed

Succession is not a “set it and forget it” process—it’s an everyday discipline. Leaders must integrate people development into their daily routines, setting clear goals for high-potential employees and ensuring continuous feedback. The military excels in this by embedding leadership development throughout an officer’s career with structured assignments and rotations. This continuous approach ensures leaders are always ready when it’s time to step up.

In Summary

Succession planning isn’t just about filling roles; it’s about building a future-proof leadership pipeline. Companies that treat it as an ongoing, dynamic process—balancing empathy with strategy—will cultivate leaders who are ready to step in and step up when needed. Organizations that fail to do so? They risk becoming their own worst enemy.