Succession: Planning Tips (not from the HBO series)

Succession Planning is important but not the Plan

Succession planning is one of the most important challenges organizations face but can be the least straightforward on how to effectively plan for it based on constantly moving targets. There is a plethora of different scenarios that impact how a company plans for succession. Some common examples include promotions of high performers to varying levels, identification of leaders who are approaching retirement, or even advance preparation for replacing key executives due to outside circumstances. Or maybe a colleague decided to start their own company, and the natural successor is going with them? Suddenly, instead of a year to think through a transition, you have a fraction of that time. Each situation has its own nuances and requires a specific approach for a successful and smooth transition.

Key Factors in Succession Planning

Succession planning requires, well, a lot of planning. While some believe only CEOs and Board Members need to prepare for succession, most organizations require managers to identify and develop team members as future leaders for a smooth transition. What we all know about succession planning is that it is fluid and will constantly change. With this understanding, rather than trying to solve all the details of a succession plan, consider adopting two main practices as you go through the initial planning process and future updates to the plan.

Understand Your Timeline: This phase represents a crucial aspect of the succession planning process, as it addresses a key question: when will an individual be deemed prepared or invited to advance within the organizational hierarchy? Furthermore, it necessitates consideration of the broader ramifications resulting from the promotion's cascading effect on other individuals and functional areas. In such instances, the implementation of strategies becomes indispensable to effectively navigate both predictable and unpredictable timelines.
Embrace Flexibility: As we all know, change is the only constant in business and life. It's often evident that as people continue to grow and develop, their roles and responsibilities evolve over time as well. As a result, replacing tenured individuals can prove to be an incredibly challenging endeavor. It’s imperative to contemplate redefining certain roles and exploring short-term compensation solutions. Embracing flexibility both within the organizational chart and the scope of responsibilities can set you up for an effective leadership transition.

Once you have a comprehensive understanding of your designated timeline and have meticulously analyzed the areas of the role that possess potential adaptability, you are now ready to develop your strategy for succession.

Identifying and Developing Succession Candidates

The timeline sets the structure of a successful leadership transition strategy. The three timeframes are short-term (between 6-12 months), mid-range (1-2 years), and an unknown timeline. Depending on the scenario you are dealing with, your prospective candidate pool and the skillsets you require for eligibility will vary.

Identifying and Developing Succession Candidates

Short-Term Succession Timeline

Picture this: You're a director at a mid-size company, and the CEO just gave you the great news that you've been identified as a successor for a VP role in another area of the business. The catch: you are responsible for your replacement, but your transition into the VP role won’t occur for another 9 months.

To address this situation, companies often adopt a flexible approach toward title and compensation in the short term to ensure the acquisition of a suitable successor.

Back to the example - If there’s no obvious internal successor, you’ll probably need to conduct an external search where the candidate would be ready for the Director from Day 1, despite having nine months left in the seat. If you hire a Manager under your Director title, there’s a risk they might not be prepared for the Director role in the given time-period or view the move as purely lateral. However, you don’t have the budget to bring on another Director level compensation to your team and anything less will probably not be sufficient to attract a candidate from a similar position. To fill the position for today (and more importantly for succession), the following measures can be implemented:

Be open about the promotion timeline during the recruitment process so lateral hires understand the true hiring goal.
On their first day, consider reallocating a portion of the organizational chart to them to avoid underutilization. Additionally, assign them important projects as individual contributors that you have been unable to complete due to time constraints. Create a business case to bring the candidate over with a Director title, along with the commensurate compensation level. Even though you may not have initially planned the budget for this, the incremental compensation would only be for a short-term period and would help you place a high-caliber leader in the position immediately.

Mid-Range Succession Timeline

Okay, so you have some time to plan.

Within a timeline ranging from 1 to 2 years, you can strategize for upcoming successions in a more gradual and organic manner. During this timeframe, it’s crucial to allocate sufficient time for introspection and delve into thoughtful contemplation about your existing team. By asking probing questions, you can effectively identify key contributors who possess the potential to become ideal successors. Some questions you can ask include: How is the team performing under the current leadership? Where do they excel? Where is there room for improvement? Who takes the initiative to solve problems, and who asks insightful questions? When considering an ideal successor, what qualities or key attributes should they possess?

There are certain specific characteristics to seek in individuals when assessing your team for potential leadership roles. As stated in a Harvard Business Review article focusing on leadership development, the presence of four essential qualities—curiosity, insight, engagement, and determination—indicates the potential for leadership. Individuals exhibiting these traits can be nurtured for senior positions through suitable coaching and support.

To ensure effective succession planning during recruitment:

Avoid over-committing in the recruiting process. While discussing potential succession can be appealing to candidates, refrain from making promises or hiring individuals who may feel discontented if they are not promoted soon after joining if an opportunity arises.
Clearly communicate the timeline to prevent overselling future opportunities.
Ensure you hire candidates at an appropriate level that aligns with their potential for upper leadership roles.
Manage the corporate hierarchy carefully. Hiring multiple directors reporting to the same person can create competition and potential discontent. Instead, hire individuals at various levels, with differing role scopes and salary grades, to prevent bottlenecks and foster a broader talent pool.

The Mystery Timeline

Consider this scenario: your company’s CFO is probably going to retire in the next few years, but it has never been announced. As of right now, there isn’t an obvious internal successor for the CFO position. How do you recruit an external candidate to join your company with succession as a main objective when you can’t commit to a timeline for them?

There are several challenges in this situation. You need a candidate who is ready now for the CFO role (the retirement announcement could be any day!). You are likely asking them to take a temporary demotion in title or leave their current organization where the timing of their next promotion could be well known. Why would a candidate be interested?

A better question to ask: How do you find the candidates who will be interested? Look for CFOs who are coming from:

A smaller or less complex organization than yours, but they are ready for the next level of challenge.
A larger organization where there is a bottleneck for moving to the next level and your organization provides a clearer path to promotion.

In some cases, the wise move might be to act on the succession plan sooner rather than later. Rather than having the incumbent retire from the company ahead of their own timeline, have them take on another role that is valuable to the company but provides you the opportunity to promote a quality team member internally. This solution retains your talent pipeline, shows your organization that you want to hire from within, and provides a smoother transition because the outgoing CFO is still in the company to provide guidance based on expertise and institutional knowledge.

Flexibility Is the Key

Whether it’s flexibility with your timeline, the willingness to remain open-minded about the org chart, scope of responsibility, or compensation, the ability to pivot quickly when succession is at stake is an asset. For example, if your company has a “unicorn” CFO (they have taken on additional responsibility that is unique to their interests and skillsets but wouldn’t normally be found in another CFO candidate), it may be extremely difficult to find someone who has direct experience fulfilling all the roles your tenured executive does. Adjusting the scope of responsibilities for the new CFO to be closer to the typical functional role is a great way to increase your flexibility and help speed up your hiring process for succession.

Instead of expending valuable time and resources trying to find another needle in the haystack executive, focus on hiring someone who can do 80% of the responsibilities and spread the other 20% to people already in place who have the proper skillsets.

Succession planning is a complex topic without a strict roadmap. However, it should be a consideration whenever you recruit and hire for your company. Each new manager, director, or executive should be evaluated as a potential candidate for upward mobility within your organization. Having individuals on the team with the potential for advancement is advantageous for everyone. They can learn directly from senior leadership and potentially take over their roles in the future. This ensures that if a sudden need for succession arises, there are already knowledgeable individuals in the pipeline. Proactive planning can help you avoid the consequences of a last-minute hire or promotion that proves to be unsuccessful. Even if you have six months to work toward a succession transition instead of a year or two, embracing flexibility and knowing what to look for will ultimately set you up for success as you look to find a new leader.

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New Opportunity: Director, Operations and Supply Chain

By Effie Zimmerman • August 7, 2026

Director, Operations and Supply Chain ABOUT THE COMPANY Warn Automotive (Warn Auto) is a world leader in driveline disconnect technology. Their heritage comes from making WWII surplus Jeeps easier to drive on the road with the first unlocking hubs. They continue today by making disconnects for cars, trucks, and SUVs around the world. These trusted technologies come from years of innovation and listening to customer needs. Warn Auto designs, tests, and manufactures best-in-class products and solutions focusing on our customers’ productivity, efficiency, and profitability. To do that, their teams collaborate worldwide to share knowledge, research, and resources, which have kept them strong and stable since 1925. Warn Auto is a Vehicle Service Group (VSG) company that is part of Dover Corporation ’s Engineered Products segment and is the holding company for some of the most trusted names in the vehicle service industry. ABOUT THE ROLE The Director of Operations & Supply Chain is responsible for leading all manufacturing, logistics, and supply chain functions for the Warn Auto business. This role drives operational performance, profitability, quality, and on-time delivery while fostering a culture of safety, continuous improvement, and employee development. Working closely with Dover and Vehicle Service Group leadership, the incumbent develops and executes operational strategies, leverages enterprise resources, and aligns teams, metrics, and processes to achieve business objectives and support long-term growth. KEY Responsibilities Oversee and direct overall production, including efficient use of equipment, materials, and personnel required to produce Tier 1 automotive products. As well as ensuring outgoing quality, safety, and compliance with customer, state, and federal regulations. Direct team of planning, purchasing, and shipping/ receiving personnel to stated strategy, goals, and objectives set forth by the organization. Ensure team is engaged and collaborating across all responsibilities. Including production planning, inventory control, purchasing, receiving, warehousing, and product shipping. Develops and implements policies and procedures, formulating manufacturing operations strategies, building and mentoring manufacturing employees, and driving business results. This includes ensuring quality equipment, materials and production standards, overseeing and maintaining manufacturing budgets and staffing to manufacture quality products that meet customer expectations in the most cost-effective manner. Partners with the executive team in developing business strategy and operating plans. Including leading the creation and implementation of tactical plans to achieve Strategy. Extending to production team leaders and team members through communications tactics, goal alignment, and performance management. Partners with key stakeholders to ensure Continuous Improvement and provide visible support and leadership for Lean initiatives. Drive continuous improvement projects such as lean, 5S, and visualization throughout the Warn Auto operations organization. Review and develop a strategic supply base in collaboration with quality, engineering functions, and the Dover Asia Pacific Office. Drive customer requirements and automotive standards to all suppliers with a focus on clarity and understanding. Including negotiation, review, and management of contracts for all procured goods, services, and capital equipment globally. Develop plans and lead critical supplier negotiations to ensure competitive pricing and terms aligned to strategic goals, automotive requirements, and customer expectations. Including assignment of resources (Dover Sourcing, VSG, APO, 3rd party, and Warn Auto Team) and clear guidance to ensure comprehensive negotiation targets are met across the entire supply base. Develop strategic direction, objectives, tactics, and supporting budgets, justification, and resource plans to ensure corporate growth and financial objectives are met. Includes collaboration with Warn Auto leadership team, VSG Leadership team, and Dover Corporate functions. Partner with sales, marketing, production, finance, and operations to align forecasts, production plans, and business priorities. CANDIDATE PROFILE A bachelor's degree in an applicable field from an accredited college or university is required. MBA is strongly preferred. Minimum ten years of operations and supply chain leadership experience in a manufacturing environment. High-volume critical operations such as aerospace and automotive are preferred. Rapid growth and transformation experience preferred. Effective at communicating, verbally and in writing, with all levels of stakeholders and coworkers Highly ethical, self-motivated individual with ability to work independently and/or with limited direction, as well as cooperatively in a team environment, while consistently demonstrating collaborative, respectful and productive work habits. Interested in Learning More? 180one has been retained by Warn Automotive to manage this search. If interested in learning more about the opportunity, please contact Nicole Brady at 503-699-0184 or via email at nicole@180one.com .

New Opportunity: General Manager, Northern California & Nevada Region

By Effie Zimmerman • August 3, 2026

General Manager, Northern California & Nevada Region ABOUT THE COMPANY With roots dating back to 1938, The Papé Group is the West’s leading supplier of capital equipment solutions. Today, Papé operates across nine states with over 4,000 team members, proudly representing premier brands including John Deere, Kenworth, Hyster, Ditch Witch, and more. What sets Papé apart is its commitment to long-term relationships, both with customers and employees. As a fourth-generation, family-led business, Papé believes in the value of a handshake, the importance of service, and the impact of leadership that stays close to the work. Papé Kenworth is one of the largest Kenworth truck dealers in the Western United States, providing sales, leasing, rental, parts, and service for medium and heavy-duty trucks. Founded in 2007 as part of Papé Group, the division supports commercial fleets and owner-operators with a commitment to maximizing uptime through exceptional customer service, expert technicians, and a network of locations across the West. ABOUT THE POSITION Reporting to the President of the Papé Kenworth business, the General Manager (GM) will be responsible for driving performance, growth, and operational excellence across the Papé Kenworth & Papé Truck Leasing branches in Northern, CA & Nevada. This includes branches in San Leandro, CA, Morgan Hill, CA, Sacramento, CA, and Sparks, NV. This role demands a strategic mindset, operational oversight, and a strong leadership presence to guide branch teams in delivering outstanding service, sales, and profitability. Essential Duties and Responsibilities Lead and manage the operations of multiple branches, aligning each with company objectives and performance standards. Develop and implement regional sales strategies, forecast performance, and set measurable business goals. Oversee branch budgets, control operating costs, and ensure long-term profitability of the region. Monitor market share trends, competitor activity, and local market dynamics to maintain a competitive edge. Drive customer satisfaction by ensuring exceptional service and support across all departments. Champion a high-performance culture focused on results, collaboration, and continuous improvement. Lead, manage, develop, train, and build leadership and branch teams. Regularly visit branches in the region to ensure operational excellence and to provide leadership and management to managers and team members. All of your efforts are geared towards providing exceptional service to our customers and being the leading Class 8 on-highway, vocational, and Class 6-7 medium-duty truck dealer in the area. If you are a great leader, results-driven, and are looking to make a difference, consider joining Papé today. CANDIDATE PROFILE The ideal candidate brings a proven track record of successful management experience in capital goods or dealership environments. Key strengths include: Strong background in sales, marketing, budgeting, and personnel leadership. Demonstrated experience in developing teams, setting performance goals, and achieving sales targets. Must reside within, or be willing to relocate, to the assigned regional area. Experience developing and executing regional sales strategies that consistently exceed revenue and profitability targets. Experience leading cross-functional teams with preference for leading sales, service, parts, and leasing. Preferred Bachelor’s degree is preferred, or equivalent combination of education and progressively responsible industry experience. 10+ years of progressive leadership experience in heavy equipment, construction equipment, agricultural equipment, industrial machinery, or other related capital equipment industry. Minimum of 5 years in leadership roles. Interested in Learning More? 180one is an executive search firm and is assisting Papé Group in this search. If interested in learning more about the opportunity, please contact Lisa Heffernan / 971.256.3076/ lisa@180one.com .

The Nova Knicks and the Leadership Lesson Every Executive Team Should Learn

By Greg Togni • July 6, 2026

For years, professional sports have embraced a familiar philosophy: collect enough star talent, and success will follow. Yet season after season, teams with the most recognizable names often fall short of expectations, while less glamorous rosters outperform them through cohesion, trust, and a shared commitment to a common goal. The New York Knicks have taken a different approach. Rather than simply pursuing the biggest available names, the organization has reunited several former Villanova teammates, players who won together in college and developed a reputation for selflessness, accountability, and relentless work ethic. While each player has grown into an accomplished professional in his own right, what makes this group particularly compelling isn't just individual talent. It's the chemistry they already possess. That story should resonate far beyond basketball. It highlights a lesson every CEO, board member, and hiring executive should consider- organizations don't win because they collect the most impressive résumés. They win because they build leadership teams whose strengths complement one another and whose shared values create trust long before adversity arrives. Talent Opens the Door. Chemistry Sustains Success. Executive hiring often begins with a search for credentials. Companies look for executives with exceptional track records, marquee employers, prestigious degrees, or transformational accomplishments. Those qualifications matter. They establish credibility and demonstrate capability. But they don't guarantee success. Every executive search firm has witnessed situations where an outstanding individual hire struggled to create the expected impact. The issue wasn't competence. It was fit. Leadership styles clashed. Decision-making became slower. Collaboration suffered. Instead of elevating the executive team, the new addition unintentionally created friction. Contrast that with leadership teams that seem to move almost effortlessly. Conversations are candid. Decisions happen quickly. Disagreements remain productive because trust already exists. These teams aren't successful because everyone thinks alike. They're successful because they understand one another's strengths, respect differing perspectives, and share a common commitment to the organization's mission. The Nova Knicks illustrate this principle in action. Their familiarity wasn't built overnight. Years of competing together established communication patterns, mutual accountability, and confidence in one another's decision-making. Those qualities can't be replicated simply by assembling talented individuals. The same is true inside the executive suite. Culture Is More Than a Buzzword Organizations frequently discuss culture during the hiring process, but culture is often misunderstood. Culture isn't ping-pong tables, flexible work schedules, or carefully crafted mission statements. At the leadership level, culture is reflected in how executives make decisions, manage conflict, communicate under pressure, and support one another when circumstances become difficult. One executive who prioritizes transparency can influence an entire leadership team. Conversely, one leader who operates independently or places personal success above organizational goals can undermine months, or even years of progress. This doesn't mean companies should seek leaders who all share identical backgrounds or personalities. Diversity of thought remains one of the strongest drivers of innovation. However, diversity works best when it rests on a foundation of shared values: integrity, accountability, respect, and a willingness to collaborate. That's the distinction between similarity and chemistry. The former limits organizations. The latter strengthens them. Hiring for the Team, Not Just the Role One of the most overlooked questions in executive hiring isn't, "Can this candidate do the job?" It's "How will this individual make everyone around them better?" Great coaches ask this question constantly. They don't simply evaluate statistics or highlight reels. They consider how each player fits the existing roster, complements teammates, and contributes to the team's identity. Business leaders should adopt the same mindset. When evaluating executive candidates, organizations should certainly assess experience, technical expertise, and strategic vision. But they should also evaluate how candidates build relationships, navigate disagreement, influence peers, and foster trust across the organization. The highest-performing executives don't simply deliver results themselves. They create an environment where others perform at a higher level. That multiplier effect is often what separates good leadership teams from exceptional ones. Building a Championship Leadership Team The most successful organizations rarely rely on a collection of individual stars. Instead, they intentionally build leadership teams capable of sustaining success over time. That requires looking beyond résumés and considering factors that are harder to measure but equally important: Does this leader strengthen our culture? Will they earn the trust of peers and direct reports? Can they challenge ideas without creating unnecessary conflict? Do they make those around them more effective? These questions don't replace traditional hiring criteria; they enhance them. As executive recruiters, we often remind clients that leadership is not an individual sport. Every executive appointment reshapes the dynamics of the leadership team. Each new hire either reinforces collaboration or introduces friction. The goal isn't simply to find the most accomplished executive available; it's to find the executive who will help the entire organization perform at its highest level. The Final Takeaway The attention surrounding the Nova Knicks isn't really about basketball. It's about something every successful organization strives to achieve: building a team whose collective performance exceeds the sum of its individual parts. Championships, in sports and in business, are rarely won by talent alone. They're earned by leaders who trust one another, communicate openly, embrace accountability, and elevate everyone around them. When organizations approach executive hiring with that philosophy, they're no longer just filling leadership positions. They're building a championship team.