The Human Side of CEO Succession: Why Honest Conversations Matter
- Marion Heil
- 17. Feb.
- 2 Min. Lesezeit
Aktualisiert: 12. Sept.
Some time ago, a board chair confided in me. "We know we should start planning our CEO's succession," he said, "but it feels awkward to raise the topic when our CEO is performing so well."
"We know we should start planning our CEO's succession, but it feels awkward to raise the topic when our CEO is performing so well."
I had to smile: no matter how seasoned the board or the leadership team are, it's often the same hesitation. It's just human - nobody wants to have uncomfortable conversations when everything's running smoothly.
The Power of Vulnerability
This brings me back to what I've discussed about timing and the CEO's role in earlier articles. Over the years, I've found that the best succession discussions happen when people dare to be vulnerable.
One conversation has stayed with me for years. A CEO once told me, "I love this company too much to leave its future to chance." His courage to initiate succession planning years before his retirement turned what could have been awkward into something remarkable - a true lesson in successful leadership transition.
"I love this company too much to leave its future to chance."
What Success Actually Looks Like
When we look at successful successions, they often come down to one thing: having honest conversations early enough to make a difference.
What does this actually mean day-to-day? I've seen it work best with:
A board that dares to discuss succession during good times
A CEO who sees developing successors as part of their legacy
Directors who balance opportunity with objectivity and are open for all potential avenues
Enough time for organizational development and capability building
Most importantly - people who put the organization's future first
The Foundation for the Future
You know what's interesting? Looking back at some of our previous discussions about timing, CEO involvement, and the tricky dynamics around board member candidates - it all comes down to this: The human side of succession matters just as much as having a solid process.
The human side of succession matters just as much as having a solid process.
I've learned that the best succession plans aren't just about choosing the next leader - they're about having the right conversations at the right time, even when they're uncomfortable. Because in the end, it's these conversations that build the foundation for your organization's future.
ABOUT THE AUTHOR
Marion Heil is the founder and managing director of Board+CEO Advisors. She is based in Vienna.
