Succession planning in the fire service is one of those topics that generates a lot of talk but not much meaningful action.  Everyone knows the organization should be looking ahead to when leadership at the top will change, yet there are many barriers to doing active succession planning which can undermine even the best intentions.

One barrier to effective succession planning is the fire service mantra:  If it ain’t broke, don’t fix it.  Why plan for different leadership when things are going well right now?  There are so many things that demand time and attention on a daily, weekly, or monthly basis.  Committing time and resources to something that may not happen for years may seem impractical.

On the other hand, when leadership at the top of the fire department is problematic, succession planning may seem superfluous.  Reactionary, quick decisions may be made, bringing in new leadership without really assessing the current needs of the department or the particular attributes of the individual.

Another obstacle to succession planning is that it requires that leaders accept the end of their own careers.  This reality can be painful for those who define their identity through their role as chief.  When popular leaders have been around a long time, other members of the department may also resist thinking about succession planning because it signifies the end of their secure, known world, and the potential onset of chaos and disruption.

Indeed, chaos and disruption are often outcomes of leadership change within fire departments, but such scenarios are avoidable with effective succession planning.  Such planning requires that leaders take a clear look at themselves and their organizations, as well as starting early to assess and develop resources both within and beyond the department.

The fact is, succession planning is going on all the time within your organization, whether you actively recognize it or not.  Every time you make a lower level promotion, develop a new entry level test, take on a new service commitment, or respond to an intra-departmental conflict, you are making a statement about what kind of leaders your organization is looking for.

What can you do to make sure that your organization is prepared throughout the ranks for people to move up into key positions?  What kind of organizational culture lends itself to successful transitions?  (You might be surprised!)  How can you begin now to prepare people not only with the skills they need to take on new responsibilities, but for the inevitable changes that come with leadership transition?  What about the political realities?  All of these topics will be discussed and real solutions offered during Linda Willing’s session “Succeeding at Succession Planning” on Thursday, August 26 from 7:00- 8:15.

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