| Topic | Quick Take |
|---|---|
| What is succession planning? | A simple system to prepare the next manager before you actually need them. |
| Biggest benefit | You avoid chaos when someone leaves and your team keeps moving. |
| Biggest risk | Promoting the wrong person because they are loyal or loud, not ready. |
| Time horizon | Usually 12 to 36 months of steady grooming, not a last-minute sprint. |
| Where to start | Define the next manager role, then build one or two real candidates. |
Succession planning sounds big and corporate, but for your business and your life it really comes down to this: can someone step in tomorrow without everything breaking. If the answer is no, then your growth is fragile. Grooming the next manager is not about fancy charts. It is about teaching a real person to carry part of your load before life forces you to hand it over.
If you do not plan your next manager, your next crisis will do it for you.
You want control over that choice. You want time to test it. You want your team and your customers to feel calm when it happens. That is what we will work through here.
The real goal of grooming the next manager
Most people treat succession planning like insurance. A file in a drawer. A name on a slide deck.
That is not grooming. Grooming the next manager is an active process. You are building three things at the same time:
1. A capable person.
2. A clear role.
3. A system that does not fall apart if that person fails.
You want the next manager ready, but you also want the business ready for them.
You are not just filling your shoes, you are shrinking the shoes so someone else can wear them.
This matters for your personal life too. If your business cannot run without you, you do not own a business, you own a job with extra stress. Grooming managers is the path from “I do everything” to “I guide the people who do everything.”
Why most succession plans fail quietly
You probably know a company where a star performer was promoted, then struggled or quit. That is a failed plan. It usually happens for a few boring reasons.
Promoting for performance, not for management
The best salesperson becomes sales manager.
The best engineer becomes engineering manager.
You have seen this pattern. It feels logical. They know the work, they hit targets, they are loyal. Technically, this is not always wrong, but the skill set for management is different.
Managers:
– Coach
– Decide priorities
– Hold people accountable
– Manage conflicts
– Represent the team upward
Top performers often:
– Focus on their own output
– Avoid conflict so they can keep moving
– Rely on talent and grit, not systems
So you end up with someone who was great at the old job and unprepared for the new job. That gap is your grooming problem.
No clear picture of “a good manager” in your context
Another common trap. You say “we need a strong leader” but you have not defined:
– What decisions they own
– What results they are responsible for
– What a good week looks like for them
– What a bad month looks like
So you groom people using vague phrases like “step up” or “take more initiative.” That does not build a manager. That builds confusion.
Keeping people in the dark
Many owners think succession planning must be secret. They whisper to one person, hint to another, worry about politics. The side effect is fear.
– High performers do not see a path, so they leave.
– Average performers assume promotions are about favorites.
– The person you are grooming feels pressure but not clarity.
You do not need a public ranking board. You just need honest conversations about growth and possible paths.
Grooming with theory, not real responsibility
You send someone to a leadership course. You give them books. Maybe a coach.
Then they go back to a job where they cannot make any real decisions.
Learning without practice fades. Grooming needs real stakes. Small at first. Then bigger.
Step 1: Define the next manager role like a real job
Before you pick a person, you need a role. If you skip this, your grooming will be messy.
Imagine your current manager job or the manager you want to replace. Now strip it down.
Clarify the scope
Ask yourself:
– What is the team size they will lead?
– What budget or resources will they control?
– Which areas are they clearly responsible for?
Make this concrete.
For example:
– “Leads a team of 6 support reps in two time zones.”
– “Owns weekly scheduling and daily escalations.”
– “Responsible for NPS for support, first response time, and retention of support staff.”
That is a clear sandbox. You can groom someone for that.
Define decisions, not just tasks
A manager is mostly a decision machine.
Write down:
– Decisions they can make alone
– Decisions they must make with you
– Decisions they collect input for but do not own
Sample list:
– Alone: daily task assignments, approving small refunds, handling time-off requests.
– With you: hiring, firing, big process changes, large discounts.
– Input: yearly budget, big shifts in product direction.
When you groom someone, you can start by giving them a slice of these decisions. That is how they practice.
Specify how success is measured
You want 3 to 5 simple measures.
For a manager, common ones:
– Team output (projects done, tickets closed, revenue generated)
– Team quality (error rate, customer feedback, rework)
– Team health (retention, engagement, sick days)
– Personal behavior (on-time reviews, clear communication, meeting basic standards)
Write it down. Then test it with a simple question:
“If this manager hit these numbers and behaved like a decent human, would I be happy?”
If the answer is yes, your definition is good enough to start.
Step 2: Spot real manager potential early
You probably already have someone in mind. Before you lock that in, slow down. Look for evidence of potential, not just hope.
Signals that someone might grow into a manager
Look around your team. Who:
– Helps others without being asked every time?
– Shares information instead of hoarding it?
– Stays calm when things break?
– Takes ownership of problems instead of pointing fingers?
– Speaks up about process issues in a constructive way?
These are not magic traits. They are early signs.
Another simple test: who do people already go to when they are stuck? That informal leader is worth a closer look.
Red flags that often get ignored
Sometimes the strongest performers have patterns that will hurt them as managers.
Watch for things like:
– They blame “stupid users” or “lazy teammates” often.
– They avoid giving feedback directly.
– They overwork to be the hero and then resent others.
– They need constant praise from you.
These do not disqualify someone, but they are signs you have more work to do with them before you put people under them.
If someone cannot lead themselves, they will struggle to lead others for you.
Have an honest career conversation
Before you start grooming someone, ask them about their path.
Questions you can use:
– “What kind of work do you want more of in the next 2 years?”
– “Have you thought about leading people at some point?”
– “What do you think would be hard for you about managing others here?”
– “What is your biggest fear about becoming a manager?”
Listen more than you speak. Some people want the title, not the work. Others want stability, not the extra pressure.
If someone is clear that they do not want to manage, respect that. You can still grow them as a technical leader.
Step 3: Build a grooming roadmap
Now you have a role and one or two candidates. Time to design the grooming path. Think like a product manager for a moment. Your “product” is the next manager, ready in about 12 to 36 months.
Break the role into skills
Take your definition from earlier and list the skills under it.
Typical skill groups:
– People skills: 1-on-1s, feedback, delegating, handling conflict, hiring basics.
– Business skills: reading simple reports, basic budgets, prioritizing work.
– Process skills: running meetings, improving simple workflows, writing clear instructions.
– Self-management: setting boundaries, handling stress, asking for help.
Write each candidate’s name next to where they are strong or weak.
For example:
– “Sara: strong in process, weak in feedback.”
– “Mike: strong in people, weak in numbers.”
Now you know what you are grooming, not just who.
Design stages, not a single jump
Think in three stages.
Stage 1: Shadowing and mini-responsibilities
They watch you in action and own tiny parts:
– Take notes in your team meetings.
– Write draft follow-ups to the team.
– Handle one small recurring decision (for example, shift swaps).
Stage 2: Shared leadership
They co-own parts of the role with you:
– Run parts of the team meeting.
– Lead a small project with 1 to 2 people.
– Run 1-on-1s with peers, while you join some of them.
– Decide on a clearly defined area, like weekly schedule.
Stage 3: Acting manager with a safety net
They formally act as manager for a period:
– You step back and let them run the team while you observe.
– Team knows they are the acting manager for this scope.
– You meet weekly to review decisions, metrics, and struggles.
Time frames will vary. For many roles, a rough pattern can be:
– Stage 1: 3 to 6 months.
– Stage 2: 6 to 12 months.
– Stage 3: 3 to 6 months.
Do not treat this like rigid math. It is a guide. Some people move faster, some slower. The point is steady stretch, not a sudden cliff.
Step 4: Let them lead in real situations
Reading about management is like reading about swimming. You learn the words but you still sink at first touch with the water.
They need water.
Assign them a clear leadership project
Pick a project with:
– Real stakes, but not company-ending.
– A clear deadline.
– 2 to 4 people involved.
Examples:
– Redesign how you handle customer complaints.
– Shorten onboarding for new hires.
– Clean up outdated documentation.
– Launch a small new service or pilot.
Your groomed manager is in charge:
– They set meetings.
– They divide tasks.
– They track progress.
– They report back to you.
Your job is mostly to ask questions:
– “What is blocking you right now?”
– “How are you involving the quieter team members?”
– “What is your plan B if X does not work?”
You do not grab the wheel away from them unless things are really going off track.
Give them ownership over 1-on-1s
Managers spend a lot of time in 1-on-1s. So practice that early.
You can start like this:
– They schedule 1-on-1s with 2 or 3 colleagues.
– You share a loose template with them: “wins, challenges, support needed.”
– They send you a quick summary after each one.
Sometimes, you sit in the first few and then step out.
Over time, you start asking:
– “What themes are you seeing?”
– “Is there anyone at risk of leaving?”
– “Where do you need me to step in?”
They start to see people patterns, not just tasks.
Rotate them through uncomfortable moments
Management is not just projects and schedules. There are hard talks and tense calls.
Here are a few things you can gradually hand over:
– Delivering fair but tough feedback.
– Saying no to a customer request.
– Handling a missed deadline with a client.
– Mediating a conflict between teammates.
Before the talk:
– Ask them to write what they want to say.
– Role-play it with them if needed.
– Help them focus on behavior and outcomes, not personal attacks.
After the talk:
– Debrief. What felt hard? What worked? What would they change next time?
Do not rescue them mid-conversation unless there is real harm happening. Let them feel the discomfort. That is where growth lives.
Step 5: Teach them to think like a manager, not a doer
The biggest mental shift is from “How do I do this myself?” to “How do I get this done through others in a fair, sustainable way?”
You can guide this shift with your questions and how you respond.
Use “what would you do?” as a default
When your grooming candidate comes to you with a problem, resist the urge to give quick answers.
Try:
– “What are 2 options you see?”
– “What would you choose if I were on vacation?”
– “What outcome are you aiming for?”
Then review their thinking with them.
You are not testing them like a teacher. You are giving them practice thinking through the trade-offs.
If you keep giving them answers, you are grooming a helper, not a manager.
Expose them to the numbers
Managers do not need to be finance experts, but they should understand how their area ties to money and risk.
Share simple numbers with them:
– Revenue from their team or function.
– Cost of people and tools under them.
– Any key metrics tied to that area.
Once a month, sit down and ask:
– “What story do these numbers tell?”
– “What would you change to improve one of them?”
– “Where are we spending effort with little return?”
Over time, they start to see how small daily choices stack up financially.
Help them build boundaries
New managers often say yes to everything. They are eager to prove themselves. Then they burn out or become resentful.
Teach them to use simple boundaries:
– “I can take this on, but then we need to push X.”
– “I hear the urgency, but here is what we would drop.”
– “My team can handle this if we get help from Y.”
You can model this by backing them up when they set fair limits with you too. That shows your team that boundaries do not equal disloyalty.
Step 6: Communicate the grooming process with your team
If you are not careful, grooming can look like secret favoritism. That kills trust.
You do not need to publish a chart, but you do need clear communication.
Explain your approach, not your favorites
In a team meeting, you can say something like:
“We are getting more deliberate about preparing people for future manager roles here. That means some of you will be asked to lead projects, run 1-on-1s, or act as a point person in different areas. It does not guarantee a promotion, but it is real development. If you are interested in this path, talk to me.”
This sets an open tone. It also invites people to raise their hands.
Communicate role changes early
When someone starts acting in a manager capacity, do not just quietly ask them to take things on.
Tell the team:
“From next month, Ana will be leading the support scheduling and weekly standups. I will still be here, but she is your first point of contact on those topics. This is part of her growth path. Please support her and bring her feedback to her directly.”
This does two things:
– Gives Ana real authority in that scope.
– Shows others there is a path, not a random promotion.
Invite feedback about the process
Twice a year, ask your team:
– “Do you feel there is a clear path to grow here, whether as a manager or as an expert?”
– “Where do you see bottlenecks in how we grow people?”
– “Is there anything about our promotion process that feels confusing or unfair?”
You will hear things you do not like. That is the point. This feedback helps you fix blind spots in your grooming system.
Step 7: Handle the human side of promotion and non-promotion
Succession planning is not only about the person who gets the role. It is also about the ones who do not.
If you ignore that, you will lose good people.
Have clear, kind conversations with those not selected
Suppose two people are being groomed, and one gets the manager job. Talk with the other person directly and early.
You might say:
“I want to speak with you about the manager role before the news is public. You have grown a lot this year, and I appreciate what you have taken on. For this role, I am choosing James because of his strength in A and B, which are critical for this team right now. I still see a strong path for you here. If you want, we can map a growth path for you around X or Y. I know this may be frustrating, and I am here to talk through it.”
Do not hide. Do not use vague language like “maybe next time” without any guidance.
Recognize and reward growth, not just titles
People want to feel progress. If promotions are rare, you can still:
– Give raises tied to new responsibilities, even if the title is the same.
– Publicly recognize strong leadership behaviors.
– Offer special projects or learning budgets to people who grow.
This reinforces that grooming is real development, not a lottery.
Support the new manager through the “identity shift”
The day someone becomes a manager, their relationships change.
Peers become direct reports.
Jokes hit different.
Some people distance themselves.
Prepare them for this. Talk openly about it:
– “Some friends may test your boundaries. That is normal.”
– “You might feel lonely at first. Bring those feelings to me or another manager.”
– “You do not have to know everything. It is fine to say ‘I will check and get back to you.'”
You can even connect them with a peer manager outside your team for regular chats. It helps them normalize the weird parts.
Step 8: Document while you groom
Succession planning is not only about grooming one person. It is about making your system less dependent on any one person, including you.
While you groom, capture what you learn.
Create simple “manager playbooks”
Ask your grooming candidate to write short guides as they learn:
– “How we run 1-on-1s in this team.”
– “Steps for handling a customer escalation.”
– “Template for weekly team meetings.”
Keep these in a shared place. Not a big formal manual. Just living documents.
The act of writing helps them think clearly. The existence of the docs helps the next person one day.
List critical relationships and rhythms
Managers do not just manage tasks. They manage relationships and rhythms.
Have them write:
– Who they talk to regularly outside the team and why.
– Which recurring meetings they own.
– Which people they must keep close to avoid surprises.
This makes transitions smoother in the future. If that manager leaves one day, the next one sees the social map, not just the task list.
Build a simple “backup plan” for each key area
For every area your groomed manager owns, ask:
“If they vanished for a month, what breaks first?”
Then you can:
– Cross-train a second person in that area.
– Add a checklist for weekly or monthly routines.
– Share logins and access with one backup.
This is not about expecting disaster. It is about removing single points of failure. That actually eases pressure on your manager too.
Step 9: Tie succession planning to your own life goals
Grooming a manager is not just a business move. It is a life move.
Your next manager is the bridge between your daily grind and the life you want outside the office.
Define what you want to hand off
Be honest with yourself.
What do you want less of in your week?
– Daily staffing issues?
– Customer escalations?
– Routine approvals?
– Endless check-in messages?
Write a list of tasks and decisions that drain you or keep you stuck.
Then mark:
– “Can this be owned by the next manager?”
– “What would they need to do this well?”
Your grooming plan now has a personal angle. You are not just training them for some abstract role. You are training them to give you real hours of your week back.
Plan your own “step up” as they step in
When they become manager, what will you do with that freed time?
Without a plan, you will fill it with random emergencies.
Options:
– Focus more on sales or key clients.
– Start a new product line.
– Improve culture and hiring.
– Shorten your workweek by one day and invest in your health or family.
Write this down too. Grooming gains power when it has a clear reward for you. That keeps you engaged when the process feels slow.
Use grooming as a mirror
As you groom someone, you will see your own habits more clearly.
– Do you hoard decisions?
– Do you over-explain or under-explain?
– Do you interrupt?
– Do you change priorities every week?
Your groomed manager is learning from what you do, not just what you say.
Sometimes, you will catch yourself and think, “I do not want them to copy that.” That is a gift. It pushes you to grow your own leadership at the same time.
The quality of your next manager rarely exceeds the quality of your example.
Step 10: Review and adjust the grooming plan regularly
Succession planning is not “set it and forget it.” Roles change. People change. The business changes.
You can keep it simple with a quarterly rhythm.
Quarterly check-in with your grooming candidates
Every quarter, sit down and review:
– What did you learn this quarter?
– Where did you feel in over your head?
– Which responsibilities felt natural?
– What do you want more of next quarter?
Then review their roadmap:
– Are the skill gaps the same?
– Do we need to increase or decrease stretch?
– Are you still interested in this path?
Sometimes someone will say, “I tried this and I do not want it long term.” That is not failure. That is clarity. You gained insight before making a formal promotion.
Quarterly check-in with yourself
Ask yourself:
– Am I hoarding anything the next manager should own by now?
– Have I given clear authority, not just tasks?
– Is the team clear about roles and paths?
– Where am I slowing down this process out of fear?
Write your answers. Even a one-page reflection is enough to catch patterns. You are training yourself too.
Be willing to pivot
Sometimes your first choice for next manager is not the final choice.
You might see:
– Their growth plateauing.
– Their energy dropping.
– Cultural misfit growing as the team shifts.
You can adjust gracefully:
– Narrow their role to what they are strong at.
– Introduce a second candidate for parts of the role.
– Redefine the manager job to better match what the team needs now.
You do not have to force a square peg into a round role. Grooming is a process, not a promise.
Practical templates you can steal
To make this real, here are simple scripts and mini-templates you can adapt.
Sample “manager role snapshot”
You can write something like this in one page.
“Role: Marketing Manager
Team: 4 marketers (content, paid, email, design)
Scope:
– Owns weekly marketing standup and planning.
– Manages monthly marketing calendar.
– Approves content and campaigns within agreed budget.
– First point of contact for sales and product on campaigns.
Decisions:
– Alone: weekly priorities for the team, content approvals, day-to-day budget shifts under $1,000.
– With CEO: hiring, firing, major channel shifts, budget changes over $1,000.
– Input only: pricing changes, major product launches.
Measures:
– Leads generated per month.
– Cost per lead.
– Content production output.
– Team retention and engagement (simple internal pulse check each quarter).”
This snapshot gives you a clear target for grooming.
Sample 6-month grooming plan
Month 1 to 2:
– Shadow weekly standups. Candidate takes notes and sends recaps.
– Own content calendar for one channel.
– Join 1-on-1s with two team members as observer.
Month 3 to 4:
– Run weekly standup while you attend.
– Lead one cross-team campaign project.
– Hold independent 1-on-1s with two team members; you briefly review notes.
Month 5 to 6:
– Act as “acting manager” for 2 weeks while you step back.
– Review monthly metrics with you and suggest next month’s priorities.
– Deliver one tough feedback conversation with your prep and later debrief.
You can extend this pattern for 12 to 18 months for bigger roles.
Sample promotion conversation
“Over the past year, you have taken on more leadership in our support team. You led projects A and B, you handled customer escalations, and you have been running 1-on-1s with half the team. You have shown that you can guide people and think about the system, not just your own tasks.
I want to formalize that. Starting on [date], I would like you to step into the Support Manager role. You will lead the team of 6, own scheduling, escalations, and our support metrics. We will review how it goes after 3 months.
This comes with a salary change from X to Y, and we will keep working together each week to help you grow into it. I am excited about this, and I know there will be hard days too. We will face those together.”
Clear. Grounded in evidence. No big heroic speech.
Bringing it back to your next step
You might be reading all this and thinking, “This sounds like a lot.” It is real work. But it is slower, calmer work than cleaning up crisis after a rushed promotion or a sudden exit.
If you want to start small this week, here is a simple path:
– Write a one-page snapshot of the manager role you need next.
– Identify one person who might grow into it and talk with them about their goals.
– Give them one real responsibility that a manager would own, with your support.
– Schedule a monthly check-in to review how it feels and what they are learning.
Keep that loop going. Slowly raise the stakes.
You are not just grooming someone for a title. You are building your next layer of stability, for your business and for your own life.
