b'THE HR HANDBOOKYou Cant Harvest SomethingYou Didnt PlantYOU CANT HARVESTwhat you never planted.requires being proactivenot reactive. Its not just Succession planning is no different. Its not somethingabout choosing a single successor. Its about building a you can scramble to do when the crops are alreadybench so that everyone moving toward readiness.ripe; it has to start in the off-season. You plant seeds by developing talent, you tend the field through mentor- You Cant Plant One Field and Ignore the Nextship and training, and when its time to reap, othersSuccession planning isnt a linear process. You cant know how to bring in the harvest. Wait too long, andwait until youre ready to move before you develop the season slips awayalong with the future. others. And you cant hold back your own growth Leaders share two barriers to succession planning: because no one else seems prepared. You have to do 1.Im not ready to take the next step. both at oncejust like a good farmer makes deci-BY JONATHAN2.Theres no one ready to take my place. sions that consider both the current crop and next SHAVER,seasons crop.Seed World U.S.When Im Not Ready Becomes the Excuse Heres what that looks like in practice:Columnist This barrier often hides behind noble-sounding senti- Define your legacyBe clear about the impact ments like, My work here isnt done, or I dont wantyou want to leave behind.to abandon my team. But under the surface, its usu-Talk about your futureHave candid conversa-ally about uncertaintyabout the next role, abouttions with yourself and trusted advisors.identity, about purpose after stepping away. Name your benchIdentify at least three poten-Leadership roles can become a source of personaltial successors and learn what they aspire to.meaning. And letting go of controlespecially afterDelegate real responsibilityHand off four mean-years of successcan feel like losing a part of your- ingful projects, not just tasks.self. Its natural to hesitate. Coach in the momentGive feedback and Waiting until you feel 100% is a false ambition.stretch assignments consistently, not occasionally.Leadership transitions are rarely about stepping awaySet a transition timelineEven a rough roadmap all at once. Leadership development is about evolvingkeeps momentum alive.your contributionshifting from execution to guid- Ask the hard questionsWhat do I need to grow ance, from doing to developing. You dont have to walkinto? Who do I need to grow with me?away tomorrow. But you do have to start preparing for changebecause you might be asked to walk awayHoarding the Harvest Starves the Futuretomorrow. Leadership isnt just about the work you do. Its about the people you prepare and the systems you leave No Ones ReadyBecause You Havent Letbehind.Them Be By working on your own readiness and developing Succession is rarely about finding someone identicalothers readiness at the same time, you ensure that to you. Its about building a team that has the capa- when the season of transition comes, your organiza-bilities, confidence, and context to take on greatertion is readynot scrambling. Just as a wise farmer responsibility. That doesnt happen automatically.plans not only for this seasons yield but for next years Often, leaders hesitate to delegate big responsibilitiessoil and the next generations field hands, leaders must because they fear failureor because theyre movingthink beyond their own tenure. The goal isnt just a so fast that teaching slows things down. good harvest todayits a sustainable cycle that con-Developing successors takes time, intention, andtinues long after theyve stepped away from the field.practice. It means giving people space to stretch, toIf youre always harvesting alone, youll always be make mistakes, and to grow under your guidance. Itharvesting alone. SW38/ SEEDWORLD.COMOCTOBER 2025'