Succession Planning Starts with Understanding Employee Growth Goals

Many companies focus on succession planning with a top-down approach deciding who will fill future leadership roles without fully understanding their employees’ career aspirations. But here’s the reality:

🔹 Some employees want career progression, actively seeking leadership opportunities and broader responsibilities.

🔹 Others are content in their current role, preferring to stay individual contributors without the added pressures of leadership.

The disconnect between what a company envisions for an employee and what the employee actually wants can lead to costly turnover and leadership gaps. True succession planning isn’t just about preparing for the future—it’s about ensuring alignment between company needs and employee goals.

The Risks of Misalignment

When companies assume everyone wants to move up, they risk pushing high-performing employees into leadership roles they don’t want. The result?

🚩 They leave. A strong individual contributor who never wanted to manage people will seek an individual role elsewhere rather than stay in an unwanted leadership position.

On the other hand, if companies fail to provide growth opportunities for ambitious employees, they create a different problem:

🚩 They leave. High achievers who are repeatedly promised growth but don’t see it materialize will start looking for their next opportunity elsewhere.

Both scenarios create turnover, disrupt teams, and stall succession plans before they even take shape.

How to Align Employee and Company Growth Goals

The key to effective succession planning isn’t assuming—it’s asking, listening, and acting based on the real aspirations of your employees.

1. Have Transparent Career Conversations

Instead of assuming an employee wants to move up, ask them directly:

• “What does career growth look like to you?”
• “Are you interested in leadership, or do you prefer to deepen your expertise in your current role?”
• “What skills or experiences would you like to gain in the next 1-2 years?”

A structured approach to career conversations (at least annually) ensures you’re always aware of how an employee’s goals evolve.

2. Offer Multiple Growth Paths

Not all growth leads to management. Some employees thrive as subject matter experts, project leaders, or mentors without taking on direct reports. Consider:

✅ Leadership Tracks – For those who want to manage people and strategic decision-making.

✅ Specialist Tracks – For those who want to deepen expertise and drive innovation without leadership responsibilities.

✅ Cross-Functional Growth – Opportunities to expand skills across departments without a title change.

By giving employees different ways to grow, you improve retention and ensure future leadership roles are filled with the right people not just the most tenured or highest performers.

3. Recognize That Stability Is Also Valuable

Some employees are happy where they are. That’s not a bad thing! These individuals are often the backbone of the organization, providing consistency and deep expertise.

Rather than pushing them toward promotion, focus on:

🔹 Recognizing their contributions

🔹 Keeping them engaged with meaningful work

🔹 Ensuring they feel valued and heard

Many companies focus on succession planning with a top-down approach deciding who will fill future leadership roles without fully understanding their employees’ career aspirations. But here’s the reality:

🔹 Some employees want career progression, actively seeking leadership opportunities and broader responsibilities.

🔹 Others are content in their current role, preferring to stay individual contributors without the added pressures of leadership.

The disconnect between what a company envisions for an employee and what the employee actually wants can lead to costly turnover and leadership gaps. True succession planning isn’t just about preparing for the future—it’s about ensuring alignment between company needs and employee goals.

The Risks of Misalignment

When companies assume everyone wants to move up, they risk pushing high-performing employees into leadership roles they don’t want. The result?

🚩 They leave. A strong individual contributor who never wanted to manage people will seek an individual role elsewhere rather than stay in an unwanted leadership position.

On the other hand, if companies fail to provide growth opportunities for ambitious employees, they create a different problem:

🚩 They leave. High achievers who are repeatedly promised growth but don’t see it materialize will start looking for their next opportunity elsewhere.

Both scenarios create turnover, disrupt teams, and stall succession plans before they even take shape.

How to Align Employee and Company Growth Goals

The key to effective succession planning isn’t assuming—it’s asking, listening, and acting based on the real aspirations of your employees.

1. Have Transparent Career Conversations

Instead of assuming an employee wants to move up, ask them directly:

• “What does career growth look like to you?”
• “Are you interested in leadership, or do you prefer to deepen your expertise in your current role?”
• “What skills or experiences would you like to gain in the next 1-2 years?”

A structured approach to career conversations (at least annually) ensures you’re always aware of how an employee’s goals evolve.

2. Offer Multiple Growth Paths

Not all growth leads to management. Some employees thrive as subject matter experts, project leaders, or mentors without taking on direct reports. Consider:

✅ Leadership Tracks – For those who want to manage people and strategic decision-making.

✅ Specialist Tracks – For those who want to deepen expertise and drive innovation without leadership responsibilities.

✅ Cross-Functional Growth – Opportunities to expand skills across departments without a title change.

By giving employees different ways to grow, you improve retention and ensure future leadership roles are filled with the right people not just the most tenured or highest performers.

3. Recognize That Stability Is Also Valuable

Some employees are happy where they are. That’s not a bad thing! These individuals are often the backbone of the organization, providing consistency and deep expertise.

Rather than pushing them toward promotion, focus on:

🔹 Recognizing their contributions

🔹 Keeping them engaged with meaningful work

🔹 Ensuring they feel valued without needing a new title

A well-balanced organization has a mix of growth-focused employees and those who provide long-term stability.

Final Thoughts: Succession Planning is Retention Planning

Companies that align their succession plans with employee career goals don’t just fill leadership gaps they build stronger, more engaged teams.

By understanding who wants to grow, who wants to lead, and who is happy where they are, companies can:

✅ Reduce turnover

✅ Fill leadership roles with the right people

✅ Keep high achievers engaged and motivated

When was the last time you asked your employees about their career goals? If you’re making assumptions, it’s time to start a conversation.t needing a new title

A well-balanced organization has a mix of growth-focused employees and those who provide long-term stability.

Final Thoughts: Succession Planning is Retention Planning

Companies that align their succession plans with employee career goals don’t just fill leadership gaps they build stronger, more engaged teams.

By understanding who wants to grow, who wants to lead, and who is happy where they are, companies can:

✅ Reduce turnover

✅ Fill leadership roles with the right people

✅ Keep high achievers engaged and motivated

When was the last time you asked your employees about their career goals? If you’re making assumptions, it’s time to start a conversation.