What Happens When Key People Leave Unexpectedly
Every organisation depends on a handful of individuals whose departure would create significant disruption. In the UAE, where
many businesses rely on a small leadership team and expatriate talent with mobile career options, succession planning is not
optional – it is a business continuity requirement.
Yet according to a Deloitte survey, only 14% of companies believe they have a strong succession pipeline. Most businesses
either delay planning until it is too late or assume it only applies to the CEO role.
What Is Succession Planning?
Succession planning is the process of identifying and developing internal talent to fill key leadership and critical roles in the
future. It is not about replacing one person – it is about building organisational resilience.
It covers:
- C-suite and senior leadership transitions
- Critical operational roles that are hard to replace
- Niche technical positions with limited external talent pools
- Founder and owner transitions in family or founder-led businesses
Step 1: Identify Critical Roles
Not every position requires a succession plan. Focus on roles where vacancy would create the highest risk.
Criteria for identifying critical roles:
- High strategic impact on business operations
- Long learning curve or specialised knowledge required
- Limited external talent pool
- Current occupant nearing retirement or potential departure
Step 2: Assess Internal Talent
Once critical roles are identified, evaluate your existing talent for potential successors.
Assessment criteria:
- Current performance and track record
- Leadership potential and readiness for increased responsibility
- Skills gap between current capability and the target role
- Career aspirations and willingness to step into the role
Use a combination of performance data, manager input, and structured assessments to get an objective view.
Step 3: Develop the Pipeline
Identifying potential successors is only valuable if you invest in their development.
Development methods:
- Stretch assignments that expose candidates to broader responsibilities
- Mentoring or coaching from the current role holder
- Formal leadership development programmes
- Cross-functional projects that build strategic perspective
- External education or certification where relevant
Step 4: Create Transition Plans
For each critical role, document a clear transition plan:
- Key responsibilities and decision-making authority
- Critical relationships (internal and external)
- Current projects and their status
- Known risks and challenges
- Knowledge that has not been documented
Step 5: Review and Update Regularly
Succession plans are living documents. Review them at least annually or whenever significant changes occur – restructures,
departures, or business pivots.
Review checklist:
- Are identified successors still on track?
- Have any critical roles changed in scope or importance?
- Are development plans producing results?
- Has the business context changed the requirements?
Common Mistakes
- Only planning for the CEO role while ignoring operational leaders
- Choosing successors based on tenure rather than capability
- Keeping succession plans confidential to the point that candidates do not know they are being considered
- Failing to address the emotional dynamics of ownership or founder transitions
FAQ
When should we start succession planning?
Now. Succession planning works best as a proactive, ongoing process – not a reaction to an imminent departure. The earlier
you start, the stronger your pipeline will be.
Should we tell employees they are identified as successors?
Generally yes. Transparency motivates development and creates alignment between the employee’s goals and the
organisation’s needs. It also allows the candidate to prepare intentionally.
How does succession planning differ for family businesses?
Family businesses face unique dynamics – balancing family relationships with business needs, managing expectations among
siblings or relatives, and planning for ownership transfer. Professional advisory support is often essential.
Conclusion
Succession planning protects the business from disruption, retains institutional knowledge, and signals to your team that the
organisation thinks long-term. Companies that invest in building a succession pipeline are not just preparing for departures they are building a stronger, more resilient organisation today.
