When should succession planning really begin?
By Cindy Nicholls Smith · Published July 8, 2026
Long before anyone is leaving. Succession is part of building organizational strength — identifying future talent needs, developing internal bench strength and knowing where external leadership may eventually be required.
If you are asking when someone gives notice, it is already late
Succession planning should begin the moment a role is important enough that losing it would hurt. That does not mean every role has a named successor. It means the organization knows what the role actually requires and is developing people toward it.
Internal bench strength is a continuous question
I help clients look at their leadership pipeline the same way they look at their financial pipeline — as something to build before it is needed. That includes stretch assignments, coaching, feedback and honest conversations about who is ready and who is not.
External talent should be mapped before you need it
Even when succession is internal, it helps to know who exists in the market. AVID keeps a living sense of where strong leaders sit, so when the moment comes, the conversation can start with knowledge rather than desperation.