{"id":36000,"date":"2026-08-27T17:51:16","date_gmt":"2026-08-27T16:51:16","guid":{"rendered":"https:\/\/leadersinsport.com\/performance-institute\/?post_type=article&p=36000"},"modified":"2026-09-16T13:17:09","modified_gmt":"2026-09-16T12:17:09","slug":"succession-planning-if-it-only-exists-in-one-persons-head-it-isnt-organisational-knowledge","status":"publish","type":"article","link":"https:\/\/leadersinsport.com\/performance-institute\/articles\/succession-planning-if-it-only-exists-in-one-persons-head-it-isnt-organisational-knowledge\/","title":{"rendered":"Succession Planning: \u2018If it Only Exists in One Person\u2019s Head, it Isn’t Organisational Knowledge\u2019"},"content":{"rendered":"\n\n
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\n 27 Aug 2026 <\/p>\n \t\t\t\t\t\t\n\t\t\t\t\t\t\t<\/span>Articles<\/a>\n\n\t\t\t\t\t\t

Succession Planning: \u2018If it Only Exists in One Person\u2019s Head, it Isn’t Organisational Knowledge\u2019<\/h1>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\n \n\t\t\t<\/div>\n\t\t<\/div>\n\n\t<\/div>\n<\/div>\n
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In this recent Leaders virtual roundtable, Jeff Pagliano of Management Futures led a discussion into the critical importance of succession planning and handovers.<\/p>\n \n \n \n

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By John Portch<\/h6>\n
As Jeff Pagliano explained, if knowledge only exists in one person\u2019s head, then it\u2019s not organisational knowledge. The real risk in succession planning is losing the knowledge, judgement and relationships that made those people effective in the first place.<\/h6>\n

\u201cThe best organisations and teams really build knowledge and cohesion over time, and then every time a strong contributor leaves, there is a risk that you lose the wisdom that they\u2019ve built up, usually because there aren\u2019t ways to successfully capture their experience through a planned approach to succession and long-range handovers,\u201d he said.<\/p>\n

Pagliano, a Management Futures consultant, was addressing Leaders Performance Institute members at the virtual roundtable entitled \u2018Passing the baton: why succession planning and handovers are critical\u2019.<\/p>\n

He noted that this loss is amplified by the expectation that newcomers will bring ideas that solve existing problems. This can lead new personnel and teams \u201cto not pay enough attention to or have enough respect really for what works\u201d.<\/p>\n

Over the course of an hour, he explored what can be learned from \u201corganisations and leaders who have built an approach to winning that outlasts any individual?\u201d<\/p>\n

He began by sharing what the research reveals:<\/strong><\/p>\n

<\/p>\n

The importance of transferring tacit knowledge<\/strong><\/p>\n

Pagliano argues that tacit knowledge is the practical understanding an organisation relies upon without necessarily recognising or documenting it. It includes how tasks are completed as well as the judgement, relationships and lessons from experience that enable people to perform effectively.<\/p>\n

As Pagliano puts it, these are \u201cthe things that you just assume and that happen, but upon closer examination, it turns out it\u2019s the specialty of one individual\u201d. Because colleagues can consult that individual, they may mistakenly assume the knowledge belongs to the wider organisation. In reality, \u201cif that individual were to leave, then maybe that knowledge would be lost.\u201d<\/p>\n

This matters for three reasons:<\/p>\n

    \n
  1. Its value is easily underestimated<\/strong>. People with specialist experience may appear to \u201cjust do stuff\u201d, concealing the knowledge and judgement behind their contribution.<\/li>\n
  2. It is difficult to replace<\/strong>. A newcomer may inherit written processes without understanding the relationships, context and previous challenges that shaped them.<\/li>\n
  3. Its loss damages performance and efficiency<\/strong>. Teams may repeat work, revisit previously solved problems or make decisions without the benefit of earlier learning.<\/li>\n<\/ol>\n

    Building bench strength<\/strong><\/p>\n

    Pagliano said that effective handovers rely on \u201cbuilding bench strength\u201d, meaning preparing potential successors long before they are needed by gradually exposing them to the role, giving them responsibility and helping them build key relationships. \u201cWhat actions are you going to take to make sure folks are ready to step into your role?\u201d he asked. \u201cWhat steps can you take to make sure you are building the next generation of talent?\u201d Once a potential successor is identified, that person must have opportunities to observe the role, perform its important elements, receive feedback and develop an approach of their own.<\/p>\n

    Several themes emerged during the discussion, including mentoring, relationship-building and knowledge transfer. Pagliano later incorporated these into his framework for building bench strength:<\/p>\n

    <\/p>\n

    \u2018Let\u2019s say you leave tomorrow\u2019<\/strong><\/p>\n

    Pagliano suggested that leaders can test their handover readiness with a simple hypothetical that begins with their imagined departure tomorrow:<\/p>\n

      \n
    • What aspects of your role is someone behind you ready to step into?<\/li>\n
    • What aspects of your role would that person struggle with?<\/li>\n
    • What would the organisation lose if you departed?<\/li>\n<\/ul>\n

      He then drew on David Marquet\u2019s book Turn the Ship Around!<\/em>, which recounts Marquet\u2019s experience of assuming command of a new US Navy submarine. Marquet used a series of questions to uncover the crew\u2019s tacit knowledge, guiding principles and existing strengths before deciding what to change:<\/p>\n

        \n
      • What are you hoping I don\u2019t change?<\/li>\n
      • What do you secretly hope I do change?<\/li>\n
      • What strengths should we build on?<\/li>\n
      • What is holding the organisation back?<\/li>\n
      • What impediments prevent you from doing your job?<\/li>\n
      • What will be the biggest challenge?<\/li>\n
      • If you were me, what would you do first?<\/li>\n
      • What is the best thing I can do for you?<\/li>\n<\/ul>\n

        Pagliano then asked participants three questions designed to surface their organisation’s guiding principles:<\/p>\n

          \n
        1. When times are challenging, what practices do you always come back to?<\/li>\n
        2. What makes your team\/organisation unique?<\/li>\n
        3. What beliefs underpin your approach?<\/li>\n<\/ol>\n

          He also asked participants to finish this sentence: \u2018when we\u2019re at our best we\u2026\u2019 before inviting them to reflect in small groups. Their answers revealed the often unstated operating principles that guide behaviour during periods of pressure and transition:<\/p>\n

          ‘Better humans win’<\/strong><\/p>\n

          One participant said their organisation returns to the principle that \u201cbetter humans win\u201d, meaning difficult decisions should still be handled with humility and respect. Pagliano approved. \u201cEven when a transition is necessary and unplanned, it\u2019s possible to do that with grace,\u201d he said.<\/p>\n

          Codify your processes<\/strong><\/p>\n

          Another attendee described their team\u2019s \u201cno-blame\u201d multidisciplinary debriefs. \u201cThose are the things that, when a new leader comes in, you want to make sure that they understand,\u201d said Pagliano.<\/p>\n

          Don\u2019t ‘waste’ departures<\/strong><\/p>\n

          One member described how an individual\u2019s reluctance to speak candidly during an exit interview can indicate deeper organisational problems. \u201cIf there\u2019s no exit interview, it\u2019s a missed opportunity because there is a huge knowledge transfer in that situation that could happen,\u201d said Pagliano.<\/p>\n

          As the session drew to a close, Pagliano presented a final checklist:<\/strong><\/p>\n

          <\/p>\n

          As he wrapped up, he offered some final reflections. <\/strong><\/p>\n

          \u201cThe most enduring organisations are designed to outlast individuals,\u201d said Pagliano, adding, \u201cif it only exists in one person\u2019s head, it isn\u2019t organisational knowledge.\u201d He also invited the table to consider the importance of cohesion.<\/p>\n

          If you have any further questions around how to sustain success with your team, feel free to reach out to Management Futures directly via\u00a0info@managementfutures.co.uk<\/a><\/em><\/p>\n

          What to read next<\/strong><\/p>\n

          <\/p>\n

          Why There Is More to Effective Succession Planning than Replacing Individuals<\/a><\/p><\/blockquote>\n