Strategic advice | May 2024 Develop a more qualitative approach to succession planning

Widen your communications to include all stakeholders.

Human dynamics matter. Keeping everyone involved in succession planning can ensure they’re moving at the same pace when you pass the baton. For instance, block out an afternoon to discuss the staff’s practical, day-to-day leadership expectations. Encourage them to share what they liked and what they think could be done better. This can help empower employees by emphasizing the role they’ll play in making a successful transition.

“The same goes for business partners and customers,” says Cagle. “A conversation with an incoming executive can help them feel less like they’re taking a risk with your new CEO, but instead are starting an exciting new chapter with a company they’ve trusted for years.”

Involve your Truist relationship manager in the conversation as soon as possible too. They can bring in banking partners as needed to analyze considerations about the future of your firm. If you’re the one leaving the company, they can also bring in associates from Truist Wealth to help you prep your family finances, as well as the Business Transition Advisory Group. 

Prefill gaps in experience and resources for your CEO-to-be.

In family-run ventures, the owner’s successor is often a child, sibling, or other close relative. Sometimes, these family members are heading into a business transition with know-how and a bold vision but no experience at the helm.

If so, your transition strategy should include time blocked out for frank conversations about gaps between their vision and the company’s current capabilities and resources. They may benefit from leadership training, such as the Truist Leadership Institute’s TORCH program, or by having existing execs and managers assist with areas that aren’t their specialty.

Also, discuss where a new leader plans to focus their efforts. For instance, if it’s a CEO, are they looking to experiment with new product lines? Expand into new markets? Acquire competitors?

Working through questions like these with a relationship manager in advance will not only apprise your CEO of the capital and support they need but will inform members of the C-suite what training and resources they need to empower the incoming executive.

“Leadership transitions affect everyone in your organization—so if you’re getting a little overwhelmed or having trouble being objective about one, that’s normal,” says Cagle. “We’re here to help you navigate the nuts and bolts of this life-changing event. It’s one of the things we do best.”