One of the most consistent fears leaders express to our team is not “what’s next,” but “who’s next?” It’s a fear that isn’t specific to one type of organization—it affects small-to-medium business owners, nonprofit CEOs, and university presidents. As leaders anticipate the future of their organizations, they are often uncertain who will take the reins when they inevitably step aside in full or in part.
For those of us who desire the long-term flourishing of our organizations—and for those who, at the end of the day, see our leadership as an opportunity to faithfully steward what God has given us—developing the next generation of leadership is perhaps the most important task of leaders. But this task cannot be reserved for a leader’s final few months. Leaders must intentionally and proactively plan for succession, ideally as early as possible. Here are several key strategies to ensure a strong leadership pipeline:
Effective leadership succession begin with a mindset shift. Preparing the next generation is not optional—it’s integral to a leader’s responsibilities. Viewing leadership development as a primary function ensures that the organization remains resilient and positioned for long-term success.
While succession planning often focuses on the top leadership position, organizations thrive when they also anticipate transitions in other key executive and leadership roles. Some organizations even have expiration dates on current roles to predictably prepare for the next role. Developing a leadership bench across multiple functions prevents bottlenecks and ensures continuity at every level.
Not every leader is ready to be the next person up, and some who are next in line may not know they’re in the running. Identifying and grooming future leaders requires honest conversations about potential, readiness, and gaps in experience. Open dialogue allows for targeted development, ensuring individuals are prepared when leadership opportunities arise.
One of the most effective ways to prepare future leaders is through direct exposure to executive decision-making and strategy. Leaders ought to look for and create “ride-along” opportunities. Invite potential successors to key meetings, involve them in major projects, and provide opportunities to observe high-level functions beyond their own roles.
While some roles provide exceptional preparation for executive leadership, not all leadership pathways are obvious or formalized. For example, Amazon’s current CEO, Andy Jassy, was Jeff Bezos’ right-hand man for years, learning the business from a unique vantage point before stepping into the top role. Other strong leadership pathways include Chief of Staff roles, General Manager positions, Directors of Strategy or Operations, and cross-functional leadership roles that provide exposure to key decision-making processes. Identifying and shaping these roles within your organization not only clarifies leadership development pathways but also provides valuable stretch opportunities for emerging leaders and serves as a real-world test of their readiness to take on greater responsibility.
To develop well-rounded leaders, organizations should expose emerging talent to multiple business functions. Leaders should know how their role affects the entire organization, and vice versa. Rotational assignments, cross-functional projects, and mentorship programs can provide critical insights and build strategic acumen across departments.
While internal development is crucial, external talent should not be overlooked. It may not always be the case, but bringing in a new leader may be the best thing to keep your organization moving in the right direction. Keeping an eye on rising leaders from peer organizations or adjacent industries provides valuable insights and ensures the organization is not overly insular in its leadership approach.
Discussing succession with your board of directors can be intimidating, as it may accelerate conversations about a leader’s departure. On the other hand, we’ve likely all seen a leadership transition that was a few years past due—these situations rarely end well for the individuals or organizations involved. Engaging the board early fosters a shared vision for the future and ensures a smooth transition when the time comes; we’ve found it’s the best way to keep everyone on the same page.
One of the hardest yet most critical decisions a leader can make is knowing when to transition out of a role. Clinging too long to a position can stall organizational growth, while a well-timed departure allows fresh leadership to take root and thrive. If you are struggling with knowing the right next steps, seek out a mentor, a trusted leader, or a peer group to help you discern the timing.
The success of any organization depends on its ability to cultivate a strong, prepared leadership pipeline. By making leadership development a proactive, ongoing responsibility, today’s leaders can ensure their organizations not only survive but thrive long after their tenure. The question is not just "who's next?" but "how are we preparing them today?
Succession planning is a complex but essential process that requires intentionality, strategy, and the right support. If you’re ready to strengthen your leadership pipeline and develop a succession plan tailored to your organization’s needs, our team is here to help. Connect with us today to start the conversation and ensure your organization’s future leadership is in capable hands.
An organization is only as strong as its people. One of the biggest threats to long-term success is talent leak. Losing high-potential employees isn’t just expensive—t drains institutional knowledge, disrupts culture, weakens leadership pipelines and can really set your organization’s goals back a step or two. To build a resilient, high-performing organization, leaders must take an intentional, strategic approach to retention.
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