How to Start Succession Planning from Scratch

Let’s be honest: most companies start succession planning too late. It’s often triggered by a resignation, a health emergency, or a sudden promotion gap. But the real power of succession planning lies in starting before it feels urgent.

For startups, scaleups, or even established companies without formal talent systems, the question is: Where do we begin—without getting stuck in corporate HR jargon or process overload?

Why Start Succession Planning Now?

Succession isn’t just about retirement. It’s about:

• Preparing for growth
• Reducing risk (especially in small teams)
• Motivating talent through career visibility
• Avoiding reactive hiring that costs time and culture

Step 1: Identify Critical Roles (Not People)

Don’t start with names. Start with impact. Ask:

• What roles, if left vacant, would stall business operations or momentum?
• Which positions carry key client, technical, or compliance risk?
• Where do you currently have only one person who knows how it works?

In small organizations, this might include:

• Founder/CEO
• Operations manager
• Lead engineer or product owner
• Financial controller or payroll lead

Step 2: Sketch “Backfill Scenarios”

Now ask: What would we do if this person left in 30 days?

Even if the answer is “We’d panic,” you’ve started mapping reality. Consider:

• Is there someone internally who could step in, even temporarily?
• Would you go to market? How long would it take?
• What knowledge would be lost—and is it documented?

This helps separate high-risk roles from stable ones.

Step 3: Identify Potential Successors or Role Covers

You don’t need to run full 9-box assessments. Just ask:

• Who could grow into this role in the next 12–24 months?
• What would they need to get there?
• Are they interested?

If no one comes to mind, that’s not a failure—it’s a sign that targeted development or external pipelining is needed.

Step 4: Start Documenting & Discussing

Use simple tools like:

• A shared spreadsheet with roles, risk level, and coverage plan
• Notes on possible successors and their development needs
• One-pagers for each key role (responsibilities, critical knowledge, backup plan)

Review it every 6 months. Make it a standing agenda item in leadership or people ops meetings.

Step 5: Link to Development (Not Just Planning)

Succession planning isn’t just about who’s next—it’s about what you’re doing now to prepare them.

Start simple:

• Give stretch assignments to potential successors
• Involve them in key meetings or shadowing
• Enroll them in relevant training
• Pair them with a mentor from another function

Common Objections—and How to Handle Them

“We’re too small for this.”
Actually, smaller teams are more exposed to single-point-of-failure risks. The earlier you plan, the more options you have.

“We’ll just hire externally.”
External hires take time, cost more, and can disrupt culture—especially if rushed.

“People will get upset if they’re not on the list.”
You don’t need to make it public. Focus on development conversations and keep the process tight and respectful.

“This feels too corporate.”
Only if you make it so. At its heart, this is just future-proofing your people plan.

Conclusion

Succession planning from scratch doesn’t require an enterprise HR system. It requires intentional thinking, honest conversations, and small actions over time. When done early, it builds trust, stability, and long-term agility—no matter your size.

Next: Let’s explore how to connect this effort with career development—and keep your future leaders engaged, not just listed.