Ensuring the Future: Succession Plans in Federal Agencies

Robust succession planning is vital in the ever-evolving landscape of federal service. Succession plans are strategic roadmaps designed to ensure continuity of leadership. Federal agencies use succession plans as a safeguard against potential disruptions caused by retirements, resignations or unexpected vacancies of critical roles. However, creating a succession plan is only the first step. Agencies must also critically evaluate whether their plans are effective and dynamic. Here’s how federal agencies can discern the efficacy of their succession plans and adapt if necessary.

Key Indicators of an Effective Succession Plan

1. Clear Leadership Pipeline: A good succession plan identifies potential future leaders and outlines the development paths to prepare them for their new roles. If an agency has a clearly defined leadership pipeline with employees at various stages of readiness, it’s a strong indicator that the succession plan is functioning as intended.

2. Diversity and Inclusion: An effective plan promotes diversity in leadership, recognizing the value of varied perspectives and experiences. A diverse leadership pipeline is the result of a succession plan that is comprehensive and aligned with modern best practices in organizational development.

3. Regular Review and Adaptation: Succession planning is not a “set it and forget it” endeavor. Regular reviews of the plan ensure it remains aligned with the agency’s evolving needs and goals and indicate a proactive approach to workforce planning.

4. Alignment with Organizational Goals: A good succession plan is in harmony with the broader objectives and strategic direction of the agency. Aligned successors training programs and the future agency goals, indicate a well-integrated planning process.

5. Engagement and Morale: High levels of engagement and morale among potential successors and the wider workforce often reflect confidence in career development opportunities and organizational stability, suggesting a positive impact of the succession plan.

What to Do If the Plan Isn’t Working

1. Assess and Identify Gaps: Conduct a thorough review of the current plan to identify specific areas where it falls short. This could involve feedback from various stakeholders, including potential successors, to understand their concerns and aspirations.

2. Enhance Communication: A common issue with succession plans is a lack of transparency and communication. Improving the communication of plans will clarify expectations, alleviate concerns and foster a culture of trust and openness.

3. Realign with Organizational Objectives: Tightly align the plan with the agency’s strategic goals. Changes in agency direction, mission, or external factors may necessitate adjustments.

4. Invest in Development and Training: Addressing gaps in readiness often means investing more in targeted development programs, including leadership training, mentoring, and rotational assignments to build a broader skill set among potential successors.

5. Foster a Succession Culture: Cultivate an organizational culture that values continuous learning, growth, and leadership development at all levels. This helps create a more resilient and adaptable workforce, prepared for future challenges.

Conclusion

For federal agencies, a good succession plan is more than a contingency arrangement; it’s a strategic asset that ensures continuity, stability, and adaptability in an unpredictable world. By monitoring key indicators of success and being ready to adapt as necessary, agencies can not only prepare for the future but also engage and retain their most valuable asset — their people.

Marquiesha Gillispie, BSBA, MPA, is the Director of the Federal Military Family Network within the Interagency Veterans Advisory Council, a role supported by the White House’s Joining Forces Initiative. A military spouse and advocate for the military-connected community, she is deeply committed to serving those who have served. Her career trajectory showcases a profound commitment to enhancing the lives of the underrepresented and underserved. This includes a dedication to ensuring that small businesses have fair access to federal procurement opportunities, as Senior Acquisition Professional with the U.S. General Services Administration and previously with the U.S. Small Business Administration.