Why organisations evade succession planning discussions
Dr Philimon Chitagu (Ph.D)
Succession planning is widely recognised as a critical component of organisational sustainability.
It ensures leadership continuity, preserves institutional knowledge, and reduces disruption when key employees exit.
Despite these benefits, many organisations, particularly in developing economies, consistently avoid or delay meaningful succession planning discussions. This reluctance is driven by a combination of cultural, structural, psychological, and economic factors.
Fear of power loss and job insecurity
One of the most significant reasons organisations evade succession planning is fear among senior leaders. Executives may perceive succession discussions as a signal that they are being replaced or pushed out. In environments where job security is fragile, leaders often equate succession planning with redundancy rather than continuity. This fear leads to resistance, silence, or outright rejection of the topic.
Organisational culture and ego-driven leadership
In organisations dominated by strong personalities or founder-centric leadership, succession planning is often viewed as unnecessary. Leaders may believe they are irreplaceable due to their experience, networks, or historical contribution to the organisation. Such cultures discourage open dialogue about leadership transition and create dependency on individuals rather than systems.
Short-term survival focus
Many organisations operate in unstable economic conditions and are preoccupied with immediate survival—managing cash flow, inflation, regulatory changes, or market volatility. Succession planning is seen as a long-term initiative that does not address urgent operational pressures. As a result, it is repeatedly postponed in favour of short-term problem-solving.
Lack of skills and formal frameworks
Some organisations avoid succession planning simply because they do not know how to implement it. The absence of HR expertise, leadership development frameworks, or clear talent assessment tools makes succession planning seem complex and risky. Without proper guidance, organisations fear making wrong decisions or creating internal conflict.
Fear of internal competition and conflict
Succession planning requires identifying high-potential employees, which can unintentionally create rivalry, resentment, or perceptions of favouritism. Management may avoid these discussions to maintain surface-level harmony, even though the lack of clarity ultimately damages morale and engagement.
Weak governance structures
In organisations with poor corporate governance, succession planning is not institutionalised. Boards may fail to hold executives accountable for leadership continuity, and HR functions may lack authority. Without governance pressure, succession planning becomes optional rather than strategic.
Overreliance on external hiring
Some organisations believe leadership gaps can always be filled through external recruitment. This mindset reduces urgency around developing internal talent. However, reliance on external hires often leads to longer transition periods, higher costs, and cultural misalignment.
Cultural taboos around departure and death
In some contexts, discussing succession is culturally sensitive and associated with death, failure, or misfortune. Leaders may interpret succession planning as inviting bad luck or signalling decline, making the topic uncomfortable and avoided.
Evading succession planning discussions may offer short-term comfort, but it exposes organisations to long-term risk. Leadership vacuums, loss of institutional knowledge, and operational disruption are common consequences. Progressive organisations must reframe succession planning as a strategic investment rather than a threat—one that strengthens resilience, builds trust, and ensures continuity beyond individual leaders.
Dr Philimon Chitagu is an Executive and team Coach (MGSCC-USA), Leadership Coach and Mentor, Author of Leadership and HR books, Chartered HR Practitioner (IPMZ), Hall of Fame (IPMZ), Global Leadership Competencies Assessor (MGSCC-USA), Keynote Speaker, Global HR Mind (World HRD Congress) and Coach of the Decade ICMF-Zimbabwe)
