The Ideal Timeframe for Developing Leadership Successors
Succession planning is not just a contingency strategy—it is a critical component of organizational resilience and leadership continuity. Yet, one of the most frequently asked questions in this process is: When should we start preparing potential successors for key leadership roles?
Research and industry best practices consistently point to a clear answer: The ideal time to begin developing a successor is 18 to 36 months before a leadership transition.
This strategic window provides the time needed to assess potential, close developmental gaps, expose candidates to complex challenges, and ensure a smooth leadership handoff.
Why 18–36 Months Is the Gold Standard
1. Time for In-Depth Assessment and Planning
The Center for Creative Leadership (CCL) emphasizes that complex leadership capabilities—like strategic foresight, influence, and emotional regulation—require 18–36 months to develop meaningfully. Early identification and assessment using tools such as 360s, personality inventories (e.g., Hogan), or competency frameworks help uncover both potential and areas for growth (ESSENTIAL Leadership Competency Assessment)
2. Space for Real-World Experience
According to Gartner (formerly CEB), high-potential development efforts are most successful when individuals have 2–3 years to rotate through stretch roles and projects, receive coaching, and interact with senior leaders. Without sufficient time, successors may lack the judgment and enterprise perspective required to succeed in complex roles.
3. Reduced Risk During Transitions
As Harvard Business Review points out, organizations that plan transitions 2–3 years in advance dramatically improve stability and reduce the risk of leadership failure. This lead time allows for structured knowledge transfer, relationship building, and role shadowing—all key to continuity.
4. Increased Promotion Success Rates
A Bersin by Deloitte study revealed that companies who start preparing successors at least 18 months ahead are 2.5x more likely to fill senior roles internally. Early planning also increases flexibility in case an identified successor becomes unavailable or is not ultimately the right fit.
5. Higher Retention of High Potentials
The Society for Human Resource Management (SHRM) reports that visible investment in leadership development enhances engagement, retention, and performance. When successors see a clear path forward, they are more likely to stay and contribute at higher levels.
Bottom Line:
To set successors—and the organization—up for long-term success, start leadership development 18 to 36 months prior to an anticipated transition.
A Sample 3-Year Succession Development Plan
To bring this recommendation to life, here is a sample 3-year development roadmap that aligns with research and best practices.
Year 1: Identification & Baseline Development
Objective: Identify high-potential successors, assess readiness, and begin foundational development.
Key Actions:
- Q1: Identify candidates using a 9-box matrix and conduct assessments (e.g., Hogan, 360 Feedback, ESSENTIAL Leadership Assessment).
- Q2: Create Individual Development Plans (IDPs) tailored to the target role; assign a mentor or coach.
- Q3–Q4: Enroll in leadership programs, participate in cross-functional projects, and begin quarterly executive sponsor check-ins.
Milestones:
- Successor(s) identified and development plan in place.
- Initial leadership development activities completed.
Year 2: Experiential Learning & Role Exposure
Objective: Build role-specific competencies through real-world exposure.
Key Actions:
- Q1–Q2: Shadow the current role incumbent, attend strategic leadership meetings.
- Q3–Q4: Lead a strategic initiative or take on a temporary acting leadership role.
All Year: Engage in executive coaching; conduct a midyear 360 reassessment.
Milestones:
- Successor demonstrates capability in enterprise-level projects.
- Stakeholder visibility and confidence in the successor increases.
Year 3: Readiness Validation & Transition Planning
Objective: Validate readiness and prepare for potential role transition.
Key Actions:
- Q1: Reassess readiness using original assessment tools; conduct readiness interviews with senior leaders.
- Q2–Q3: Develop onboarding plan; start knowledge transfer with incumbent.
- Q4: Make go/no-go decision and either promote or refine next steps.
Milestones:
- Readiness validated or future steps clarified.
- Transition and onboarding plan finalized.
Ongoing Actions Across All 3 Years
- Quarterly check-ins with HR and executive sponsor.
- Annual talent review and recalibration.
- Engagement initiatives (recognition, visibility, learning opportunities).
Guiding the Future of Healthcare Leadership
Succession planning is a long game, not a last-minute fix. By following a structured, research-backed development timeline, organizations build not only capable future leaders but also a culture of growth, accountability, and strategic foresight.
As the old Chinese proverb goes, “The best time to plant a tree was 20 years ago. The second-best time is now.”
The same is true for leadership development.
With the size, strength, and scale of AMN Healthcare, B.E. Smith delivers the most extensive network of C-Suite and executive leadership talent in the industry, dedicated to advancing your vision through future challenges. Learn about our top-ranked leadership solutions and discover how we can support your organization’s leadership succession planning today.
