The Dark Side of Succession Planning

By Rose O. Sherman, EdD, RN, FAAN

A colleague recently talked with me about her career dilemma. She was recruited into a large organization as part of a succession plan to move into the CNO position. The CNO who recruited her had “a three year transitional plan” to retirement and wanted a smooth turnover in leadership. Now three years later, the CNO has told her that she has changed her mind about retirement and plans to work at least another three years. My colleague loves the organization and feels it is a good leadership fit. She is not sure that she wants to “wait in the wings” for the current CNO to decide when and if she wants to retire. She has concerns about being part of a succession plan when there is no firm timeline. With the changes in health reform, much could happen in three years and the long discussed job may not be realized.

Best Practices in Succession Planning

This nurse leader in the case described above is not alone in her dilemma. I have heard versions of the same scenario from a number of younger nurse leaders. This is a cautionary story about succession planning and promises made. Having said that, it is important to understand that succession planning is a best leadership practice. It is defined as a structured process that involves the identification and preparation of a potential successor to assume a new role. Good succession planning increases the likelihood that there will be continuity in leadership and managing the operations of complex healthcare departments. In a recent survey that I conducted with perioperative nurse leaders, 50% reported that their organizations were doing no succession planning. An effective succession plan prepares internal candidates to fill key positions. But there is a difference between building leadership bench strength and promising positions to candidates. Effective leadership succession planning should also include projected timelines for the retirement of key leaders in an organization. These timelines can change but leaders should understand that once they begin to talk about potential retirement dates – they owe it to the organization and their staff to be transparent in their planning.

To Be or Not to Be Part of Someone’s Succession Plan

So how should an aspiring leader react when they are told that they are part of someone’s succession plan? My best advice to the leaders that I work with is to be cautious about making any assumptions about whether or not you may ultimately be selected for a position. It is flattering to know that you have been recognized for your leadership abilities. At the same time, many things can change in an organization that could affect your selection including decisions made by the leader themselves. If you feel that you are ready to move to a different level of leadership, it may be in your best interest to do if another opportunity becomes available. Three years as discussed in the situation above can be a long time to wait for something that might not happen.

Read to Lead

Sverdlik, B. (2013). Who will be our nurse leaders in the future? The role of Succession Planning. Journal of Nursing Administration. 42(7/8), 383-385.