Succession planning—identifying individuals to step into key roles when leadership changes—has become a staple in corporate strategy. But most executives treat it as a necessary evil, putting it off until it becomes absolutely essential, then scrambling to fill gaps at the last minute. The conventional wisdom says the only thing worse than doing succession planning is not doing it at all.

But the conventional wisdom is wrong. Organizations should stop doing traditional succession planning.

If it ain’t broke…

For most companies, succession planning is a reactive process, set in motion only when a leadership change appears on the horizon. But here’s the problem: if you wait until someone announces their retirement or departure, it’s already too late. Succession planning is reduced to simply filling a vacancy. This reactive approach leads to hasty decisions, overlooked talent, and missed opportunities for genuine leadership development.

So, if succession planning isn’t the answer, then what?

Sustainable Leadership

Instead of scrambling to fill gaps when leadership changes, companies should focus on building leadership capacity throughout the organization.  Sustainable Leadership means developing talent continuously, by creating a steady pipeline of leaders ready to step up—not just for the next vacancy, but to any challenge that arises. This approach shifts the focus from merely filling roles to fostering resilience, adaptability, and vision across all levels of the organization.

Sustainable Leadership requires a dual focus: developing individual leadership capacity and ensuring a culture of organizational capacity. It’s not enough to prepare people to fill roles—companies must also build a culture committed to consistently developing those leaders. Companies can create a resilient pipeline of talent by proactively equipping individuals with the skills, mindsets, and experiences needed to lead, and embedding that commitment into the organization’s DNA.  It is essential that each company thinks of development in this way.  

A Better Approach: 3 Timeframes for Future Leaders
Here’s a simple approach to widen your organization’s aperture when it comes to thinking about developing leaders.  Rather than thinking about mapping individual leaders to specific roles, consider the following framework:

1. Near-Term Readiness: Individuals who could step into an elevated role within the next 6-12 months.
2. Mid-Term Readiness: Emerging leaders who may be ready to take on greater responsibilities in 1-3 years.
3. Long-Term Readiness: High-potential talent who are on track for leadership roles in 3-5 years or beyond.

For each category, there should be a clear development plan focusing on the skills, experience, and mindset needed for sustainable leadership. Organizations that prioritize this approach find themselves with a steady pipeline of talent ready to take on future challenges, creating an environment where stepping up is second nature.

At the telos institute, we’re passionate about helping companies build these frameworks and foster the kind of growth that leads to sustainable leadership and long-term success.