The most common issue our mentors report that executives in new positions face is resistance from team members who believed they were next in line for the role. When they don’t get the job, they are left disappointed and must be won over by their new boss.
Ironically, these individuals can be some of the new leader’s greatest assets. Their tribal knowledge especially their understanding of internal dynamics and corporate politics often surpasses that of the incoming executive. Yet, they are frequently the biggest obstacle to gaining team alignment. I’ve written before about how to manage this dilemma when you’re the one stepping into a position of authority.
The Root of the Problem: Overpromising in Succession Planning
So how can companies avoid this issue? Quite simply, leaders must stop overpromising.
When Development Is Mistaken for a Guarantee
Imagine you are a CXO who has identified a high-potential successor. As part of
succession planning, you invest time in developing this individual and communicate, implicitly or explicitly, “This is to prepare you to take my place.”
When you eventually leave whether through retirement, promotion, or a move elsewhere the individual assumes the role is theirs. Instead, the position is formally posted, and an external candidate is selected. What went wrong?
The reality is that the final decision about your replacement is rarely yours alone. However, that crucial nuance often isn’t communicated clearly. The result is disappointment, resentment, and disengagement.
The Hidden Cost of Miscommunication
The most difficult part for the organization is that the outgoing leader often doesn’t have to live with the consequences of this miscommunication.
You may have built loyalty and retained a strong performer by dangling the promise of advancement. When that promise doesn’t materialize, the employee either blames the organization or believes they were personally misled. In both cases, the damage is done, and you’ve already moved on.
Reframing Succession Development Plans
Succession-related development plans should be positioned honestly.
Their goal is to prepare individuals to be ready for senior roles within the company or elsewhere.
Readiness does not guarantee availability. A role may not open at the right time, or there may be multiple internal candidates being developed simultaneously. This is actually healthy as long as everyone understands the rules of the road.
The Ideal Succession Scenario
The ideal situation is to have at least one internal candidate ready to step into your role if something unexpected happens yes, even the proverbial “getting hit by a bus.”
The Risk Worth Taking
There is always a risk that a ready successor becomes frustrated and leaves if an opportunity doesn’t open up. But that outcome is far better than the alternative.
you leave, the internal candidate is passed over, and the new leader inherits a disengaged, possibly disruptive team member whom they feel compelled to retain for the sake of tribal knowledge.
In fact, organizations known for developing leaders gain a powerful advantage in recruiting. A reputation as a leadership incubator is an enormous calling card.
A Leader’s True Responsibility: Becoming Replaceable
A leader’s responsibility is to make themselves replaceable.
If someone you’ve developed is truly ready to assume your role, an organizational design exercise may reveal responsibilities that can be transitioned to them now. This frees you to take on higher-level, more strategic work that may previously have been aspirational.
The Ultimate Test of Leadership and Brand
In some cases, the organization may even decide it’s time to transition to a younger, less expensive leader. That means you take the same risk the company takes when it invests in employee development that the investment may benefit someone else.
This is the acid test of your personal
leadership brand and the company’s employer brand. It’s also why talented people choose to work for certain leaders and organizations.
Don’t Leave a Mess Behind
When you consider your legacy, don’t leave your successor with a mess of your own making. They’ll face enough challenges without inheriting avoidable resentment and confusion.
Develop the people who work for you so they can become leaders wherever their paths lead. And above all, be careful about overpromising in succession plans. Disappointment is inevitable when someone doesn’t get your job; it becomes far more damaging when they had reason to believe their promotion was a certainty.
