Succession planning is often misunderstood as a quiet replacement plan for top-level leadership. In this episode of Get Emergent, Bill and Jeremiah reframe it as a long-term, people-centered approach to talent development that builds clarity, trust, and readiness across an organization. They explore why transparency matters, how leaders can avoid surprises, and what it really means to prepare people for what comes next. Listen in to rethink how structured succession planning can strengthen your people, your culture, and your organization’s future.
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Bill Berthel
Welcome to the Get Emergent Podcast. The Get Emergent Podcast guides leaders to creatively strengthen relationships and improve the performance of their leadership and those they lead. We provide concepts and ideas you can turn into pragmatic examples to help you develop your higher potential in your work and leadership. We hope you find better practices to apply directly to your work. I am Bill Berthel.
Jeremiah Poulsen
And I am Jeremiah Poulsen. Bill, I want to talk today about talent development and succession planning. I have a lot of energy behind this.
Bill Berthel
Awesome.
Jeremiah Poulsen
I have grown a lot in my own understanding of what succession planning is, and I am curious about your perspective. In the work we do with leaders, I often hear questions like, why am I here, what am I doing in this plan, why was I selected for this development opportunity. In most settings, it has to do with someone being part of a development plan. They are seen as high potential and as someone who could step into a larger sphere of influence. Sometimes it is not called talent development or succession planning. Sometimes it is just called Emergent Leader.
Bill Berthel
Yeah, yeah, yeah. So it is not why am I here in this job, it is why am I being chosen. People show up in a training session or program not knowing why they were selected. I love this topic because right out of the gate we are talking about one of the biggest challenges in organizations, transparency around development intentions. Many organizations hold succession plans very close. Only a small group knows the plan.
Jeremiah Poulsen
Yeah.
Bill Berthel
It makes sense that people come into programs or coaching unsure. Am I being trained, changed, or groomed differently? Was I not okay before? Meanwhile, the organization may have positive intentions to invest in that person.
Jeremiah Poulsen
Yeah. When we talk to sponsors and organizations, they are doing the right thing by creating pathways for development. The intent is positive, but the full impact is often lost because there is not clarity or transparency.
Bill Berthel
I get that. As a former HR leader, there is sometimes risk in being transparent. People may feel left out or not selected. There is also fear of training someone and then having them leave.
Jeremiah Poulsen
Right.
Bill Berthel
Sir Richard Branson famously said it is not what if we train our people and they leave, it is what if we do not and they stay. The greater risk is keeping people who are not growing.
Jeremiah Poulsen
Yeah.
Bill Berthel
Developing people who may leave is actually a better risk.
Jeremiah Poulsen
I want to back up because my view of succession planning ten years ago was very different. How would you define succession planning today?
Bill Berthel
I see it less as a rigid plan and more as a long game view of human development. It is about developing core human skills across your current workforce. That includes technical skills, business acumen, and emotional and social intelligence. Succession planning is long term workforce development.
Jeremiah Poulsen
So it starts on day one. It is not just for the C suite.
Bill Berthel
Historically, succession planning focused on risk mitigation. Who replaces the CEO or critical talent. That is important, but it is not a full succession strategy.
Jeremiah Poulsen
Right.
Bill Berthel
We often stopped there. Now organizations are seeing the opportunity to develop people across the board.
Jeremiah Poulsen
It reinforces the idea that people are the most valuable part of an organization.
Bill Berthel
I agree, though I hesitate to call people assets because it can feel objectifying. But the sentiment is right.
Jeremiah Poulsen
Every person needs development, curiosity, and opportunity to grow.
Bill Berthel
Especially with the pace of technology. AI does not need to replace people, but if you do not adapt, you will be outgrown. It is about sharpening and expanding skills.
Jeremiah Poulsen
Evolving into it.
Bill Berthel
Exactly.
Jeremiah Poulsen
For listeners, what does great succession planning look like in practice?
Bill Berthel
I like General Electric’s approach. Their philosophy was that transitions should feel boring. No surprises. High transparency. Development happens years before a transition. Multiple high potential candidates are visible across the organization and even to external partners.
Jeremiah Poulsen
So people are already in high stakes conversations.
Bill Berthel
Yes. There is shadowing, hands on experience, and gradual responsibility. This applies at every level, even on the shop floor. It is not testing people, it is seeing if the role works for them too.
Jeremiah Poulsen
Right.
Bill Berthel
That is balanced talent development. You want a constellation of stars, not a few high performers.
Jeremiah Poulsen
I hear boring and think there still has to be celebration.
Bill Berthel
Absolutely. But it is not a flash in the pan. It is steady development over time.
Jeremiah Poulsen
That makes sense.
Bill Berthel
I recently spoke with a leader who did not get a promotion. They were disappointed but understood why. They could celebrate the decision because the process was transparent. That is success.
Jeremiah Poulsen
That speaks to emotional intelligence and self awareness.
Bill Berthel
Another client uses a Venn diagram of technical knowledge, business acumen, and emotional and social intelligence. Different roles require different blends. The higher you go, the more emotional and social intelligence matters.
Jeremiah Poulsen
That has to be co created.
Bill Berthel
Exactly. There is no off the shelf solution. Succession planning must fit your culture.
Jeremiah Poulsen
So what is the next step for leaders listening?
Bill Berthel
Start with multiple champions. This should begin at the top but include voices across the organization. Identify risk mitigation needs but do not stop there. Treat development as a long term investment across roles.
Jeremiah Poulsen
Share this podcast.
Bill Berthel
That works too. We are always happy to support the process, but it must start internally.
Jeremiah Poulsen
People are worth the effort of structured development.
Bill Berthel
Absolutely.
Jeremiah Poulsen
Thank you, Bill.
Bill Berthel
Thank you, Jeremiah. Thanks for listening. New episodes are released twice a month. Let us know how you apply what you hear.
Great succession planning means preparing people, not replacements. As an emergent leader, it’s about developing capacity, sharing power, and ensuring the work outlives the role. This was an impact session!