Why is Succession Planning So Difficult?

Introduction

Succession planning, despite its importance for the longevity and success of an organization, often feels like an overwhelming task. Many people find themselves reluctant to engage in this process, comparing it to preparing for an uncomfortable visit to the doctor or drafting a legal will. It’s something we know we need to do, but it can feel daunting and even anxiety-inducing. But why is this?

The Psychological Barriers to Succession Planning

Succession planning can stir up uncomfortable emotions because it forces us to confront change, uncertainty, and even our own mortality—whether that’s literal in terms of aging and retirement or metaphorical in terms of leaving behind a leadership role or passing the baton to someone else. It can feel like preparing for a storm—something that may not happen today or tomorrow, but we know we need to be ready for when it does. That’s why people often put it off or approach it with the same dread as other "necessary but stressful" tasks, like creating a will or keeping emergency supplies in your car.

Much like visiting the doctor or planning for an emergency, succession planning is essential because it builds trust, confidence, accountability, and transparency within an organization. When done right, it helps prevent crises, ensuring that transitions in leadership are smooth and that the organization is positioned for continued success, no matter what the future holds. But it requires proactive engagement, open dialogue, and a commitment to addressing potential vulnerabilities long before they become urgent problems.

Balancing Term and Age Limits

One of the structural aspects of succession planning that brings its own set of challenges is the use of term and age limits for leadership positions. While these limits can ensure that fresh perspectives are consistently introduced into the organization, they are not a one-size-fits-all solution. There are pros and cons to consider, including the risk of losing valuable institutional knowledge or inadvertently discriminating against older or highly experienced members.

Additionally, organizations must navigate sensitive issues around ageism and racial diversity in leadership. For example, care must be taken not to pigeonhole board members based on their race or background, such as assuming that a person of color should become chair of the diversity committee simply based on their identity. In asking a person to become an “emeritus” board member simply because of age, the organization could lose an important contributor and make the individual feel that they have been “put out to pasture.” This shows the need for thoughtful, equitable planning that goes beyond basic demographic considerations.

Challenges with Board Succession

Board succession planning can be particularly tricky, especially when dealing with Founders' Syndrome. In many organizations, especially nonprofits, founders maintain significant influence even after their tenure as active leaders has ended. This can make it difficult for new leaders to step up or for the board to plan for future leadership transitions. Founders may be reluctant to let go, or the organization might find itself overly dependent on their vision and leadership style, which can hinder the development of new leadership.

Navigating this delicate situation requires clear, respectful communication and often, the involvement of outside experts to help facilitate difficult conversations. It’s important for the board to recognize the need for change, even if it’s uncomfortable, and to emphasize that succession planning is about ensuring the organization’s long-term survival and effectiveness.

Confronting Personal and Cultural Barriers

One of the most significant obstacles to effective succession planning is that even well-intentioned individuals often don’t know where to start. People are inherently uncomfortable with the idea of change, and our social and professional networks often consist of individuals who are quite similar to us. This can lead to unconscious biases when selecting future leaders, particularly when it comes to issues of diversity and inclusion. Moreover, there is a fear of using the wrong language or making a mistake, which can cause leaders to avoid the subject altogether.

Organizations must overcome these fears by fostering a culture of open dialogue and proactive communication. Succession planning should not be an afterthought or a topic to be avoided. Instead, it needs to be an integral part of the organization's governance process, with regular conversations about leadership development and transitions. As board members, leaders have the responsibility to initiate and facilitate these discussions, even if they feel uncomfortable at first.

Why Now is the Time for Change

The world is changing faster than ever before, and organizations that fail to adapt will struggle to survive. Succession planning is one of the most powerful tools an organization has to ensure its continued success, but it can’t be left until the last minute. Leaders must start by recognizing that change is necessary for growth and effectiveness, and that the conversations surrounding succession planning can lead to better outcomes for the organization and its stakeholders.

Final Thoughts

Succession planning is hard because it requires us to face uncomfortable truths about change, loss, and the future. However, just like preparing for a storm, it is essential to building resilience. By fostering trust, transparency, and accountability, organizations can navigate leadership transitions smoothly. The key is to start early, engage openly, and be willing to seek outside help when necessary. In doing so, organizations can ensure that their legacy endures and that they continue to thrive, even through inevitable transitions.