The Succession Plan Audit: Is Yours Just a Placeholder?

Oct 22, 2025 | Succession Planning Professional Development

Most organizations say they have a succession plan. Few can explain what it actually includes beyond names in a document. And even fewer have stress-tested that plan against real scenarios, like a sudden resignation, an underperforming leader, or a merger that reshuffles everything.

That’s where the real problem lies. Succession planning isn’t about putting people in boxes. It’s about preparing the right people to step into roles before the need arises. If your plan hasn’t led to action, actual leadership development, coaching investments, or measurable growth milestones, it’s not a succession plan. It’s a placeholder.

We see this disconnect constantly when analyzing leadership pipelines with Skills Analysis. There’s a plan in theory, but no observable leadership behaviors to support it. And when the moment comes, the candidate list starts to crumble under pressure.

The Behaviors That Matter (and the Ones That Don’t)

Most traditional succession planning focuses on tenure, titles, or raw performance. But those indicators don’t predict leadership readiness. What does? Observable behaviors across competencies like communication, accountability, emotional intelligence, and decision-making.

For example, someone may excel operationally but struggle to navigate ambiguity or manage cross-functional conflict, two behaviors essential for executive roles. Or they may lead well within their team but falter when asked to represent the organization to outside stakeholders. These gaps are rarely visible until it’s too late unless your succession plan includes behavior-based assessments.

Succession Is a System, Not a Schedule

The other flaw in most succession plans is timing. They’re reactive, built around retirement dates or promotion cycles. But leadership transitions rarely follow a neat calendar. They happen in crisis, through sudden resignations, or when opportunity knocks at unexpected moments.

That’s why succession planning should be an active system, not a passive schedule. It should be part of your leadership development strategy year-round, with regular audits of both people and behavior. If someone was identified as next in line a year ago but hasn’t grown in cross-functional visibility, decision ownership, or influence, they shouldn’t still be on the shortlist.

An effective succession system also includes feedback loops. Are current leaders mentoring future ones? Are managers being trained not just to hit targets but to develop people? Are development gaps actually being addressed, or just acknowledged and archived?

Auditing Your Plan Starts With Questions

So how do you know if your succession plan is performative or predictive? Start by asking better questions:

• Do we know what behaviors are required at each leadership level?
• Have we measured those behaviors across our current talent?
• Are our next-up candidates actively being developed through real-world exposure and coaching?
• Have we ever tested the plan in a real situation?

If the answer to any of these is no, it’s not too late, but it’s time to shift from paper planning to behavioral strategy. The most resilient organizations don’t rely on titles or years of service. They invest in leadership readiness every single day.
 

Closing the Gap Between Planning and Performance

Succession planning has always been about continuity. But in today’s work environment, continuity doesn’t mean replacing a role; it means maintaining momentum. And that requires more than good intentions or legacy hierarchies. It demands a clear, observable understanding of what great leadership looks like and who’s showing signs of it now.

That’s where Skills Analysis changes the game. It gives you real behavioral data, not just potential, not just performance reviews, but patterns that indicate readiness. With that clarity, succession planning becomes less political, less reactive, and far more strategic. Because a placeholder won’t protect your organization in a crisis. A real plan will.