Succession Planning in Technology Management
When I first stepped into a management role in the IT industry, succession planning wasn’t high on my priority list. Like many others, I was focused on delivery, firefighting, and making sure my team hit its quarterly goals. But over time, I realized that neglecting succession planning can be one of the most costly mistakes a leader can make.
Why Isn’t Succession Planning a Priority?
Let’s be honest: succession planning feels uncomfortable. There’s a subconscious fear it might be seen as grooming your replacement or admitting you aren’t indispensable. Often, the pace of IT work is so relentless that discussions about the future take a backseat to the demands of today. Many of us aren’t taught how to do it, and we assume we’ll “cross that bridge when we get there.” The reality is, if we wait until we need a successor, we’re already too late.
The Value of Succession Planning
What changed my perspective? I started seeing how disruptive unexpected absences - resignations, unplanned leaves due to illnesses, or even just taking a week off - could be. With succession planning:
Teams keep momentum when key people leave
Projects are less likely to stall during transitions
There’s greater trust from both team members and upper management
Instead of scrambling in a crisis, we prepare the ground for stable performance no matter who holds the title.
How I Approach Succession Planning
1. Identify High Potential Talent Early: I pay attention to those who show initiative beyond their role, have empathy, and are constantly learning.
2. Delegate Real Responsibilities: Instead of delegating only tasks, I delegate decision-making. It’s uncomfortable at first, but it’s the only way to let people grow.
3. Cross-Train Whenever Possible: I encourage team members to learn each other’s “day jobs” to build resilience within the team.
4. Create Safe Spaces for Experimentation: I let potential leaders lead smaller projects or handle meetings. If they stumble, I provide feedback in private and support in public.
Personal Benefits: Delegation, Balance, and Peace
Succession planning doesn’t just help the company - it transforms my own work life:
Delegation comes naturally when I see people are ready and willing to step up.
Work-life balance improves, because I’m not the bottleneck for every decision. I can actually take a vacation (and not check my email every hour!).
Work becomes peaceful. I don’t operate from a place of fear. When difficulties arise, there’s confidence that the team can weather the storm - and that’s liberating.
Accountability and Ownership
When I invest in succession planning, I make it part of everyone’s job description - not just mine. I challenge my reports to identify who could replace them if needed. This culture of accountability strengthens the team’s sense of ownership. No one coasts. We understand that part of our legacy is leaving things better for those who come after.
The Importance of Teams, Delegation, and Backing Each Other
The IT world is complex and moves fast. No one person has all the answers. That’s why building a strong team, where roles overlap and people step up for each other, is non-negotiable. Effective delegation preserves sanity and drives innovation by empowering diverse voices. But delegation isn’t about abandonment - it’s about standing behind your team. When things go wrong (and they will), I back my team publicly and solve issues privately. That’s how deep trust is built.
Final Thoughts:
Succession planning forces us to think beyond our to-do lists and daily emergencies. It’s about building a legacy, not just a function. By investing in people, embracing delegation, and fostering true team cohesion, I’ve found more satisfaction in my own role - and set my team up to thrive, whether I’m here or not.