Working closely with businesses across the North-east, I see how leadership teams are refining budgets, setting growth targets and planning for the financial year ahead. Yet one essential part of business continuity is still overlooked far too often: succession planning.
My colleague Ewan Anderson recently hosted an insightful discussion with leadership coach Graham Clarke on our Recruitment and Beyond podcast. One message was unmistakably clear. Many organisations only recognise the importance of succession planning at the point where the absence of a plan has already created disruption.
Why succession planning is still missed
As Graham highlighted, two common blind spots continue to cause problems for businesses of all sizes.
The belief that key people will never leave.
Leaders often assume long service guarantees loyalty. The reality is that even the most committed and high performing employees eventually move on, and the surprise often results in operational strain.
A lack of proactive planning.
Many organisations only think about succession once a vacancy arises. By then, teams are already under pressure, colleagues are stretched thin and service levels can drop. Graham noted that the ripple effect can travel several layers through a business, affecting performance and morale.
Growth planning needs people planning
When I work with ambitious companies across Aberdeen and Aberdeenshire, I regularly see strong financial planning, detailed operational forecasts and well defined strategic objectives. Yet many of these plans do not address the most important question of all. Who will deliver this growth?
It is often the case these objectives cannot be met with the same skills, capacity or leadership structure in place today, and vital that succession planning sits alongside financial and operational planning and not follow behind it.
This means asking key questions such as:
- What roles will be critical over the next one to three years?
- Who in the business has the potential to step into those roles?
- What development do they need now to be ready later?
- Where do we need to build relationships with external recruitment partners to ensure long term stability?
Too often businesses approach us when they need someone immediately. A succession focused mindset shifts this from urgent recruitment to thoughtful planning that protects performance and reduces disruption.
The difference between performance and potential
One of Graham’s most valuable points was the need to distinguish between strong performance and future potential.
Many businesses promote their best performers into leadership roles, even when the skill sets needed are entirely different.
Future leaders need to evidence strategic thinking, resilience, communication skills and a willingness to stretch beyond their current remit. These attributes only emerge when leaders commit to coaching, open dialogue and opportunities for individuals to test their capability in a safe and supported environment.
Embedding succession planning into everyday culture
Succession planning does not require complex software or lengthy frameworks. One of Graham’s most effective tools is simply a wall of Post it notes. For every key role, ask the question: if this person left tomorrow, who could step in?
If the answer is nobody, you have identified a business risk.
Embedding succession planning into culture involves regular one to one meetings, quarterly development discussions, clarity around career pathways and early engagement with recruitment partners who understand your long-term goals.
Succession planning is about development, not exits
The businesses that thrive through change and challenge are not the ones reacting to departures. They are the ones investing in future leaders long before they are needed.
As Graham said in the podcast conversation, succession planning is not complicated. It is about foresight, open communication and a commitment to developing people, so they are ready for tomorrow rather than chasing the problems of yesterday.
The organisations that plan ahead will be the ones best placed to grow, adapt and lead the Northeast into its next phase of success.