At some point, every business needs to ask the big question: Who’s going to lead us next? Whether it’s planned or unexpected, leadership changes are a fact of life, and the way you handle them can either set your business up for continued success or cause real disruption.
At Courtney Recruitment, we work closely with growing businesses and leadership teams, and one thing is clear: succession planning isn’t just for huge corporates. It’s for any organisation that wants to safeguard its future, keep things running smoothly, and build real depth in its team.
So how do you make sure you’re ready, not just for the next month or so, but for the years ahead?
Why Succession Planning can’t be an afterthought
When businesses don’t plan ahead for leadership changes, they risk:
- Losing key knowledge overnight
- Damaging team morale
- Slowing down business growth
- Struggling to attract future leaders
- Even harming their reputation
Recent data backs this up. In Cognexo’s 2024 report:
- 64% of employees said they feel disengaged
- 45% said they feel undervalued
- 31% are worried about limited growth opportunities
That’s a big problem, but on the flip side, it’s also a big opportunity for employers who do prioritise developing their team.
Our top tips for smarter Succession Planning
Here’s what works in real-world businesses, including our own clients:
Start with the bigger picture
A good succession plan isn’t just about backfilling roles as people leave. It should link directly to where the business is going in the long-term. What kind of leaders will you need as your business grows? What values and skills should they bring? Make succession part of your broader business strategy.
Know which roles matter most
You can’t succession-plan every single role, but you can identify the critical ones. These are the roles where, if someone left, it would seriously affect the business. Usually leadership and technical roles, but it varies. Our advice is to map these out and plan ahead.
Look at the talent you already have
There’s often more potential in your existing team than you think. Use tools like performance reviews or 9-box grids to spot people with the appetite and capability to grow, get to know them better, get curious about their goals. After all, they know your business inside and out already, could they be ready to, or capable of taking the lead?
Help people grow
Once you’ve identified your future stars, help them step up. That might mean giving them more responsibility, introducing mentoring or training, or exposing them to different parts of the business. This doesn’t need to be a fancy programme, it just needs to be consistent and intentional, from a pre-agreed plan.
Build a culture that encourages growth
People thrive in cultures where learning, feedback and progression are part of the day-to-day. Research shows that 94% of employees stay longer at companies that invest in their career growth. If your team knows you’re invested in their development, they’re more likely to stick around – and more likely to perform.
Involve the right people
Succession planning isn’t just an HR job, it’s got to have the full support of the leadership, line managers, and even the team members involved. That way, the plan is grounded in the reality of your business and not just theory.
Keep it live
Things change, people leave, plans evolve, businesses pivot. So succession planning should be a living, breathing process. Schedule regular check-ins to review and adapt it.
What good succession looks like (and what happens when it’s missing)
The good:
Apple’s handover from Steve Jobs to Tim Cook is a gold standard example! A seamless transition to someone who already understood the business inside out. Microsoft’s appointment of Satya Nadella is another great example of nurturing talent from within, with huge commercial results.
The not-so-good:
Coca-Cola’s leadership shift in the late ‘90s lacked the cultural fit needed for long-term success. Viacom and McCain Foods have also faced public struggles due to unclear or contested succession plans, especially in family-run businesses where personal relationships play a role.
The takeaway? It’s not just about naming a successor. It’s about building a structure that supports the right people, at the right time, for the right reasons.
Final thoughts: Don’t leave it to chance
Succession planning doesn’t have to be complicated. But it does need to be done, and done well. By taking a strategic but human approach, you can protect your business, support your people, and build a leadership team that’s ready for whatever the future brings, and capable to taking the business to a whole new level, if that’s part of the plan.
If you want help identifying or developing your next generation of leaders, we’re here for you.
With over 28 years in recruitment and a proven track record helping leadership teams grow the right way, Courtney Recruitment can support you with practical, commercial, and tailored advice, bespoke to your specific business needs.
We’re a consultancy, not an agency! Get in touch at resourceteam@courtneyrecruitment.co.uk.