Succession planning is a critical component of ensuring business continuity so that key roles can transition seamlessly when necessary. Whether due to expected occasions such as retirements and promotions, or unexpected departures, having a well-developed succession plan in place can mitigate disruptions and minimize stress.
The reality is that there will always be departures of one kind or another. I have realized that having a strategy to effectively execute succession planning ensures that staff are trained and prepared to step into key roles. ALA headquarters staff is comprised of veterans who have been with ALA for more than 20 years and newer staff with just a few months of experience with ALA. No matter the length of any individual’s tenure, the Association is well positioned to manage the impact of transitions under any circumstances.
Here are some of the ways we manage succession planning at ALA to ensure staff is trained and prepared in case of any expected or unexpected departure.
Identification of Key Positions
The critical step in succession planning is to identify the key roles within the organization that are essential for the smooth functioning of the business and have a significant impact on its success. This is not simply about starting at the top of the organizational chart and working your way down. Members of the executive management team certainly hold key positions, but looking across and deep within the organization to understand how each position is connected to crucial business functions is important.
Talent Assessment and Development
To allow the succession plan to be active at all times, it is important to assess the available talent pool that might be needed to fulfill responsibilities left open due to a departure. Whether it is part of the performance review process or determining how to provide professional development opportunities, evaluating the skills, competencies, goals and potential of current employees on an ongoing basis can help to navigate the impact of a transition. Based on this assessment, managers, together with the human resources team, can develop plans to address skill gaps and train employees for future leadership roles.
Succession Planning Review
Regularly reviewing succession plans to ensure alignment with organizational goals and changing business needs cannot be minimized. At ALA, this review process is currently managed by the Director of Human Resources and me. Larger organizations might establish a dedicated succession planning committee made up of key stakeholders from various departments to facilitate the process. Whatever the composition of the reviewing team, documenting the agreed-upon process is key.
Mentorship and Coaching
Mentorship and coaching play a crucial role in developing future leaders within the organization and arming them with the tools needed to respond to unexpected circumstances. Connecting employees with experienced mentors (whether formally or informally) allows them to gain valuable insights, guidance, support and confidence as they prepare for leadership roles. Mentoring and coaching not only aids the development of potential successors but also fosters a culture of continuous learning and knowledge sharing within the organization.
“Regularly reviewing succession plans to ensure alignment with organizational goals and changing business needs cannot be minimized.”
Job Rotation and Cross-Training
In smaller organizations such as ours, cross-training is often required and viewed as a common, acceptable practice. We often operate with an “all hands on deck” mindset that requires the erasing of titles and hierarchy. I view this as essential to building a versatile and adaptable staff team who are invested in each other’s success. Exposing employees to different roles, departments and functions not only broadens their skillset but also prepares them for leadership roles that may require a diverse set of experiences. Cross-training ensures that there are multiple individuals capable of performing critical tasks, reducing dependency on any single individual.
Leadership Development
I believe that every member of the ALA staff is a leader. Investing in leadership development initiatives helps to uncover, nurture and cultivate leaders based on what is meaningful for them. Leadership training may include workshops, seminars, formal education or informal group discussions designed to reveal unique leadership, strategic thinking and decision-making abilities that may otherwise go unnoticed in the frenzy of daily activities. By nurturing and affirming leadership talent from within, we might eliminate the need for external hires.
Contingency Planning
Despite careful planning, we know that unexpected departures or disruptions can still occur. Shifting our minds to the “what if” space is daunting, but we often must operate in that space to manage other events in our lives. I consider contingency planning as the insurance policy for our organization. It may involve identifying interim leaders or establishing emergency protocols that we hope we never need to use.
Communication and Transparency
At ALA HQ, we have adopted the concept of “extreme transparency.” This means that staff always works to communicate any changes, plans or ideas with those affected or responsible for their implementation. Transparent communication fosters trust, encourages employee engagement, strengthens loyalty and commitment, and motivates individuals to invest in their own career development. Even during times of uncertainty, I am confident that the staff team will rally behind each other to solve any problems that we face.
Succession planning is not a one-time event but an ongoing process that requires regular review and adjustment. As organizational dynamics and priorities shift over time, we strive to periodically review, evaluate and update our succession plan to ensure alignment with the evolving needs of the Association.
Planning for someone’s departure from our organization is not always the most enviable task, but it is one that is necessary to ensure the continued health of the Association. As a leader, one of my top priorities is to foster a culture where employees collaborate, share ideas and can comfortably work together to chart a bright future for ALA. With that communication in place, succession planning becomes a formality instead of a chore, and we can be prepared to keep serving our members no matter what happens.
