6 Ways to Combat Common Succession Planning Obstacles

Take a look at the leaders of your construction company. They may seem irreplaceable. However, you must acknowledge they will not be at your company forever, and having successors lined up for critical roles is imperative for your company’s success.  

A thoughtful succession plan allows a company to maintain momentum and continuity throughout leadership transitions. But too often, leaders shy away from succession planning for various reasons, including: 

Here are six ways to combat these obstacles and others faced in succession planning: 

1 | Place human resources professionals at the first line of defense.  

They should make a concerted effort to urge leadership to plan for the future and offer assurances that starting to plan does not mean an immediate exit for a leader. Additionally, they can remind leadership that having a plan in place—especially if there is a successor in mind—allows for a thorough audit of what’s working, what isn’t and what may be valuable for future leaders to learn before the outgoing leader moves on.  

2 | Begin the process years in advance. 

It is advisable to begin planning two to three years ahead of an anticipated retirement or other change in leadership. This provides adequate time to review the leaders’ impact and prepare the next group of leaders. Allotting a few years of planning also enables the company to review in-house strengths and weaknesses and determine future goals. 

Additionally, this preparation time allows the likely internal successor to shadow the outgoing leader for at least a full business cycle.  

3 | Start small and review closely. 

Focus on one leader who may retire in the next few years. Consider what that person does and what gaps need to be filled upon departure. Review the current leader's performance assessments. (If you do not have a performance review process, this may be a good time to create one.) Such a process will enable your company to see what goals have been met and what skills you will need to match. 

4 | Consider both internal and external candidates.  

As part of the review, consider if anyone within the organization appears to be a natural successor. If there is such a person, start planning for training and shadowing. 

However, you may need to look outside your organization for a successor. Consider professionals you know through networking, from conferences or through mutual vendors. 

5 | Expand succession planning beyond high-level executives. 

Succession planning is appropriate for plenty of roles, not only CEOs. Every company has key players who are vital to the organization’s success. Consider lead salespeople and department heads. How would your organization function if they departed your company? 

6 | Personalize the process to fit the company's needs. 

Every organization is different. Some have hundreds of employees with varying levels of management, while others consist of a few dozen employees and a few leaders. Study your organizational chart and identify leadership transitions your group could face in the years ahead. What works for a Fortune 500 company will not be the same as what works for a small business. 

The information contained in this article is for general educational information only. This information does not constitute legal advice, is not intended to constitute legal advice, nor should it be relied upon as legal advice for your specific factual pattern or situation.