Succession Planning Is Not for HR It’s for Leadership
Last updated February 16, 2026
Written by Debbie Aarons
Senior Leadership Coach, Training and Organizational Development Consultant
Vertical Bridge HR
In growing organizations key people make or break results. When one of them leaves unexpectedly, the impact can be immediate. That’s why succession planning isn’t a paperwork exercise, it’s a leadership responsibility.
In my experience, the most effective approach starts with clarity. I’ve run talent reviews where leaders first define what success really looks like in their organization, the leadership and technical skills that actually drive results. Then we assess both performance and potential, creating realistic plans to grow and retain talent.
What amazes me most is the power of leaders discussing talent across the organization, not just within their own teams. When they do, silos break down, hidden strengths emerge, and development decisions become smarter. People stop “belonging” to one manager and start being seen as critical to the whole business. These conversations often uncover risks and opportunities that would never appear in isolation.
Succession planning isn’t just about spotting future executives, it’s about understanding who your key performers are and making sure they’re engaged, growing, and staying with the company. Many businesses lose talent not because people can’t perform, but because no one has a clear plan for their development or retention.
Three tips for leaders navigating Succession Planning:
- Know what success looks like. Identify the capabilities that truly drive results in your business.
- Look at your talent as a whole. Understand strengths, gaps, and risks across the organization, not just in your team.
- Create tailored development and retention plans. People stay where they see opportunity and a clear future.
Succession planning isn’t about replacement charts, it’s about building a stronger, more resilient business and making sure your people and your business thrive.