Signs your organisation may need this
A cohort of leaders or experts is close to retirement.
Critical roles have no ready successor.
Promotions are decided informally.
Questions the board and CEO ask
Which roles can we not afford to leave vacant?
Who is ready now, and who in two years?
How do we move knowledge before it leaves?
Risks if left unaddressed
Operational continuity depends on a few individuals.
Capable internal candidates leave for lack of visible prospects.
Experience is lost with departing staff.
Typical interventions
Critical position analysis.
Assessment of successors against role requirements.
Succession pools with development actions.
Knowledge transfer plans.
What this season produces
A critical role map.
A succession model with successor pools.
A development plan for each named successor.