Identifying Successors

Succession plans without people are just documents. The whole thing comes down to this: who?

Who could continue your work? Who has the potential, even if they’re not ready yet? Who cares enough about what you’re building to carry it forward?

These might not be obvious answers. That’s fine. Today is about looking clearly at who’s in your world and assessing their potential honestly.

The Successor Profile

What does your successor need? Not a job description. The actual capabilities required to continue what you’ve built.

Understanding of the work. They need to grasp what you’re doing and why it matters. Not just the mechanics — the purpose behind it. Someone who can execute your processes but doesn’t understand the vision will keep the machine running but lose the soul.

Relevant capability. They need the skills, or the ability to develop the skills, to do the core work. This doesn’t mean they need to be as good as you right now. It means the raw material is there.

Commitment to the mission. They need to care. Not as a job, but as something that matters to them. Successors who are just collecting a paycheck will let things drift as soon as circumstances change.

Growth capacity. Your successor will need to handle things you can’t predict. That requires someone who grows, adapts, and rises to challenges rather than someone who only performs in familiar situations.

Where to Look

Successors might be:

On your team. Someone already working with you who has shown leadership potential and deep understanding of the work.

In your network. A colleague, a peer, someone in your field who shares your vision and could eventually take the reins.

Coming up behind you. Someone earlier in their career who you could mentor and develop over time.

Not yet visible. Sometimes the right person hasn’t appeared yet. If that’s the case, note it — and start creating conditions that attract potential successors.

Multiple Is Better Than One

Single-point-of-failure succession is still fragile. If your one successor falls through, you’re back to nothing.

Better to identify two or three potential successors. They don’t all need to be at the same level of readiness. But having multiple options means the whole plan doesn’t collapse if one person changes direction.

Today’s Practice

Name names. Write this down.

Who could continue your core work? List every person who comes to mind, even if they’re not ready yet. Include people on your team, in your network, and in your broader circle.

For each person, assess: What do they already have? Understanding? Skills? Commitment? Growth capacity? Rate each honestly.

For each person, identify: What would they need to develop? What skills are missing? What experience would they need? What mentoring or training?

Choose one development action. For your strongest potential successor, what’s one thing you could do to help develop their readiness? Schedule a conversation? Delegate more responsibility? Share decision-making?

Plan that action and take it this week. Succession development is a long game, but it starts with the first move.