On March 21, I’ll be speaking to the Cumberland Valley Society of Human Resource Management about succession planning. For many small and medium-sized organizations, the idea of creating a succession plan feels overwhelming. They know it’s important, but figuring out where to begin—especially with everything else on their plate—can seem like a daunting task. Sound familiar? If so, you’re not alone. But the good news is that starting doesn’t have to be complicated, and it can make all the difference in ensuring your business thrives for years to come.

Like most initiatives, succession planning starts with leadership. But what happens if leadership isn’t quite on board? Maybe they’re hesitant or avoiding the conversation altogether. The first step in breaking through that resistance is to simply begin the dialogue.

If you’re the leader of your organization, have you thought about or shared your plans for stepping down? If you’re an HR professional, have you had a candid conversation with your CEO, executive director, or president about the future? These may seem like they are going to be difficult conversations, but they don’t have to be. You can start off by asking, “What do you see as your role in the company 5, 10, 15 years from now?” If you aren’t able to have the conversation with your leader, enlist the support of your board, a trusted business partner, or a coach.

Once the conversation starts, it’s time to get clear on what the organization really needs. What does success in this leadership role look like? What skills, experience, and qualities are non-negotiable for the next leader to thrive? By defining these criteria early, you’ll have a solid foundation for identifying and preparing potential successors.

It’s also important to know where your internal talent stands. Do you know which of your senior leaders are interested in moving up? Have you had meaningful discussions about their career aspirations? Leadership transitions can be unsettling, but these conversations build trust and help align individual goals with the organization’s needs.

Whether your organization is privately owned or governed by a board, planning ahead is critical. For privately owned businesses, it can mean a smoother, more profitable transition. For larger organizations, succession planning helps the board stay ahead of potential disruptions and sets the stage for a strong, forward-thinking leadership pipeline.

At its core, succession planning isn’t just about filling roles. It’s about building a sustainable framework for growth and continuity. It’s about taking proactive steps now to ensure your organization’s future is strong, stable, and ready for whatever comes next.