Government Succession Planning: Key Steps to Ensure Smooth Leadership Transitions

Succession planning minimizes disruptions of operations, fosters a culture of growth and development, and ensures that you have the right people, in the right jobs, at the right time.

For government entities, succession planning is not just best practice — it is imperative. A poorly managed transition can disrupt operations and erode public trust, even if a transition process is contained in law or occurs due to the results of an election.

Start Early and Plan Thoroughly

Don’t wait for a vacancy to start planning. The most resilient agencies take time — ideally a year or more — to map out transitions, establish emergency protocols for unexpected absences, and ensure knowledge transfer.

A well-prepared plan minimizes disruption and preserves public confidence. Here are the key steps to get started.

Identify Critical Roles and Succession Criteria

The first step in succession planning for governments is to identify the critical positions within your government and develop action plans for high-performing individuals to fill those positions.

Consider the roles that most urgently require a successor, including:

• Positions with a high impact on operations, including supervisory, management, and leadership positions, not just department directors.
• Positions that require specialized expertise, training, or experience, including public health and environmental specialists.
• Positions vital for continuity of government programs or services, such as a Chief Financial Officer or business manager.
• Positions with a high talent scarcity, such as information technology (IT) specialists.

Once you have identified critical roles in your government, identify the skills and expertise required for each of these roles — both now and in the future.

The goal of succession planning is to find someone who can address the evolving demands of the field and fill the gaps that will exist after the current tenure.

Develop Talent Pipelines

Cultivate a pool of potential leaders by integrating succession considerations into hiring and ongoing HR processes.

To develop talent pipelines, focus on the following:

Establish and Document Succession Protocols

Create clear, documented protocols for leadership transitions, including knowledge transfer plans, timelines, and accountability assignments. Even when not legally required, this documentation strengthens internal controls.

A solid transition document should include:

• Organizational charts
• Job descriptions
• Program and service descriptions
• Roles
• Responsibilities
• Locations of mission-critical systems, contracts, and professional contacts

Evaluate and Adjust

Succession planning is an ongoing process. Regularly review and refine plans based on feedback, lessons learned, and changing circumstances. This ensures your agency remains prepared for future transitions and preserves organizational viability.

Safeguard Your Agency’s Future

Succession planning isn’t just about filling seats — it’s about safeguarding your agency’s future and ensuring you’re ready for whatever comes next. It’s how you keep your organization resilient, relevant, and prepared for the unknown.

Whether you anticipate a leadership transition within your government agency or want to prepare early, working with an experienced team of industry professionals to develop a clear succession plan now can make the transition easier on both current and future leaders.