The hidden barriers to effective succession planning: Mindsets and behaviours that hold organisations back

In my previous article, I discussed seven common pitfalls in succession planning. From my experience in talent management, even the most well-designed and well-intentioned plans can be sidetracked by ingrained norms and behaviours. This is particularly true for smaller organisations starting their journey. At the core of these challenges lie discomfort with change.

Below, we examine common roadblocks and some practical ways to overcome them.

Cultural and structural inflexibility

1. Focusing on short-term goals

Organisations often prioritise immediate results over long-term planning, leaving little room for succession discussions. When results are not immediately visible, leaders may see the energy and time spent building a leadership pipeline diverting resources from short-term goals. Additionally, leaders may hesitate to assume accountability for outcomes they would not oversee.

Ideas to try:

Send clear messages from the top that identifying and developing future leaders is a critical business imperative. Embed succession planning and talent development into leadership performance goals and key meeting agendas. Regularly review talent strategies, hold leaders accountable with progress updates, and reward managers who invest in developing future leaders.

2. Misunderstanding succession planning

Succession planning is often seen as limited to senior roles, excluding broader talent pools. This narrow view creates resistance among overlooked teams and mid-level managers who feel excluded or powerless to influence the process. Without clarity, it is perceived as a luxury rather than an inclusive strategy.

Ideas to try:

Establish clear, transparent evaluation processes with objective criteria to ensure inclusivity. Provide leaders with training and support on identifying and addressing unconscious bias and emphasise the value of building a diverse talent pipeline.

3. Fear of an “elitist” culture

Some worry that naming successors may foster perceptions of favouritism or elitism, creating a reluctance to identify high-potential talent. Leaders may fear accusations of bias, potentially alienating other employees and undermining the morale of team members not seen as “hi-po”.

Ideas to try:

Emphasise merit-based assessments and provide leaders with the tools and language to communicate succession planning effectively to their teams. Foster an inclusive approach to talent development., emphasising diverse paths and normalising individual and unique definitions of success.

Hesitation among managers

4. Fear of being replaced

Some managers resist succession planning, viewing it as a threat to their relevance, status or control. This fear is heightened in competitive environments, where leaders tie their value to their position and may worry about being outshone by team members.

Ideas to try:

Frame succession planning as an opportunity to build a legacy. Share stories of leaders who successfully mentored successors and create programmes to celebrate talent developers to help alleviate insecurity.

5. “Hoarding” top talent

Managers may hold back top performers, fearing it could hurt their team’s performance or reflect poorly on them if they don’t have their best people to rely on. This may stem from a scarcity mindset, where managers feel they must protect their resources to remain competitive. It is worse when they doubt they will be rewarded for sharing talent.

Ideas to try:

Reward managers who support talent mobility. Demonstrate how cross-functional development benefits individuals and the organisation, including how their team would benefit from “fresh” talent. Introduce pathways to recognise managers fostering the growth of high-performing employees.

6. Seeing talent development as a burden

Managers often see succession planning as time-intensive and lacking immediate rewards, discouraging them from prioritising it amidst competing demands. They may also feel ill-equipped to manage high-potential talent.

Ideas to try:

Simplify succession planning with clear tools and guidelines. Integrate development efforts into day-to-day work and encourage managers to empathise with their team’s aspirations. Recognise their contributions and showcase success stories.

Employee reluctance

7. Concern about added responsibilities

High-potential employees may sometimes avoid leadership roles, fearing stress, heavier workloads, or an impact on work-life balance. This fear is exacerbated in environments where leadership seems overly demanding.

Ideas to try:

Offer leadership mentoring to clarify expectations. Co-create thoughtful development plans with the talent to prepare them step-by-step for leadership roles, gradually increasing responsibilities. Present to them the upsides of leadership by showcasing role models.

8. Lack of confidence

Some employees doubt their leadership abilities, are held back by imposter syndrome or believe they lack the necessary skills, personality or networks. Without coaching or a growth mindset culture, these doubts can persist.

Ideas to try:

Engage employees in open, nonjudgmental conversations to understand their hesitations. Use coaching to boost confidence and celebrate successes. Emphasise how taking on leadership roles can positively impact their career growth. More strategically, look at diversity at your most senior levels—representation makes a world of difference to self-belief among the workforce.

9. Fear of appearing disloyal

Talented employees may worry that expressing leadership ambitions could be perceived as dissatisfaction. Concerns about damaging relationships with bosses and peers by appearing “ungrateful” (often driven by cultures equating ambition with disloyalty) may discourage expressions of aspiration.

Ideas to try:

Normalise career discussions during regular check-ins. Create an environment where ambition is seen as a positive, communicate that it does not conflict with loyalty, and how the organisation does expect its best employees to have aspirations.

READ MORE: Tips for better succession planning: 7 common pitfalls to avoid

Succession planning is more than a strategy—it is about understanding and addressing resistance to change. Addressing these issues is crucial whether the barriers stem from cultural or organisational inertia, managerial disengagement, or employee reluctance to step into leadership roles.

By tackling these challenges head-on, organisations can build inclusive, dynamic leadership pipelines that are prepared for the future and capable of driving innovation and growth. This proactive approach ensures that leadership transitions are smooth and that the organisation remains resilient and adaptable in the face of change.

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