The Leader Mindset #54

Leaders Should Not Be Promoted Until They Have a Successor

What if, before a leader could be considered for promotion, their organization required them to have a viable successor ready to take over their role?

“Why should you be rewarded with a promotion, while creating a risk and gap for the organization?”

Some may see this as unrealistic or unfair, while others see it as logical. Still, it’s worth considering, and a story from a few years ago helped shape my perspective.

I once worked for a company with a leader who was clearly on the fast track. Every year or so, he stepped into a new role or took on a significant assignment. It almost felt as if he were the anointed one.

But over time, a pattern began to emerge.

Each time he moved on, the organization scrambled. His manager and HR team were pulled in to answer questions that should have been addressed earlier. Who could take over the team? Was anyone ready? Most of the time, no one knew for sure. Instead of executing a carefully considered succession plan, the organization was forced to react.

Yet, he kept advancing.

It always left me with the same thought. He was moving up but not making the organization stronger. Ultimately, he was rewarded while not doing his part.

Making Readiness Personal

For many leaders, this idea might feel unfair. They have delivered results, taken on more responsibility, and proven they can handle bigger roles. Being told their promotion depends on something outside their control naturally creates frustration. I should be promoted, so how is that fair?

That reaction reveals something important.

Most leaders do not view succession as part of their job. After years of doing this work, I have heard the same rebuttal from leaders. If I develop someone too well, I make myself replaceable. Or they can figure out who will take my role once I am gone. So leaders focus on hitting targets, solving problems, and delivering results. Developing the next leader feels important, but rarely urgent.

That mindset holds—until it gets personal.

Remember, when promotion decisions are made, it is no longer just about what you have done. It is about what happens if you leave. If your departure creates a gap the organization cannot easily fill, the decision becomes less about your potential and more about risk. At that point, even strong performers can be passed over.

A Standard That Changes Behavior

I once worked with a CEO who was very clear about her expectations. If you did not have a strong successor, you would not be considered as one of her successors.

This was not about being tough. It reflected how she defined leadership.

From her perspective, great leaders do more than deliver results. They create continuity and develop the next generation of leaders. They ensure the organization does not rely too heavily on any one person, including themselves. Whether driven by self-interest or a shift in mindset, her leaders focused on developing talent and identifying who will be ready for their roles.

What If This Became the Norm?

Unfortunately, most organizations are not set up this way. They do not consistently provide the systems, support, or expectations needed to build strong succession pipelines. But consider what would happen if they did.

If promotions depended on both performance and the strength of the bench a leader built, priorities would shift quickly. Succession would move from the background to the forefront. Leaders would spend less time hoping someone emerges and more time preparing the right people for the opportunities. Talent conversations would become more concrete, focused on who is ready rather than who looks promising.

The organization would achieve something just as important. Promotions would create less disruption. As a result, there would be fewer gaps, fewer urgent searches, and fewer reactive decisions. Leadership movement would feel more deliberate and less risky.

Expectations for leaders would become clearer. Success would not just be measured by what you deliver, but by what you leave behind. Building a strong team would not be the price of advancement.

Over time, organizations prevent talent gaps, not just react to them.

A Simple Thought to Carry Forward

This idea may seem unrealistic or unfair to some. But it offers a useful lens.

If your next opportunity depended on the strength of your team, start thinking now: What can you do to ensure your team is ready to carry on your work?

The leaders who stand out are those who not only deliver results but also prepare their teams for seamless transitions.

True leadership leaves a lasting impact by allowing organizations to thrive even after you have moved on. This is the standard to strive for.

IF YOU ARE SEEKING A NEW LEADERSHIP PERSPECTIVE THIS YEAR, HERE IS HOW I CAN HELP →

Executive Coaching: Structured coaching programs to accelerate the growth of executive leaders, high potentials and transitioning leaders.

Succession Planning: We help you build a practical succession strategy that identifies and prepares your next generation of leaders.

Leadership Assessment: Whether for selection or succession planning, we leverage the right assessments to make better leadership decisions.

High-Potential Development: We create custom programs to develop your future leaders.

If any of these are priorities for your organization, I’d enjoy the conversation.

Connect with me:
LinkedIn: (12) Andy Noon, PhD | LinkedIn | Email: [email protected] Website: Decatur Street Consulting – Leadership development consultant

Andy Noon, PhD

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