Succession Readiness Assessment - Flourish Executive Counseling & Coaching

How ready is your organization for a leadership transition?

A strong candidate does not automatically mean the organization is ready. Answer 15 questions to identify whether important succession risks may still need attention before responsibility formally changes hands.

Assess readiness beyond experience
Identify hidden transition risks
Clarify what needs attention

The proposed successor is highly capable in their current function but has limited experience leading across the whole organization.

Not true of our organization

Sometimes true

Often true

Consistently true

There is limited evidence of the successor balancing commercial, operational, cultural, and people priorities at the enterprise level.

Not true of our organization

Sometimes true

Often true

Consistently true

The successor still relies heavily on the outgoing leader or other specialists when decisions fall outside their area of expertise.

Not true of our organization

Sometimes true

Often true

Consistently true

When uncertainty rises, the successor becomes more controlling, defensive, cautious, or dependent on reassurance.

Not true of our organization

Sometimes true

Often true

Consistently true

The successor has had limited opportunities to lead through conflict, declining performance, or incomplete information.

Not true of our organization

Sometimes true

Often true

Consistently true

Pressure makes it harder for the successor to remain open to challenge, delegate effectively, or make timely decisions.

Not true of our organization

Sometimes true

Often true

Consistently true

Important decisions continue returning to the outgoing leader, even when responsibility has formally moved elsewhere.

Not true of our organization

Sometimes true

Often true

Consistently true

Senior leaders, board members, or customers still seek the outgoing leader’s approval before accepting the successor’s decisions.

Not true of our organization

Sometimes true

Often true

Consistently true

It remains unclear whose judgment would prevail if the successor and outgoing leader disagreed.

Not true of our organization

Sometimes true

Often true

Consistently true

Senior colleagues support the successor publicly but express significant doubts in private.

Not true of our organization

Sometimes true

Often true

Consistently true

Some employees or leaders continue bypassing the successor and taking important concerns directly to the outgoing executive.

Not true of our organization

Sometimes true

Often true

Consistently true

The organization appears to be complying with the proposed change rather than showing genuine trust in the future leader.

Not true of our organization

Sometimes true

Often true

Consistently true

The outgoing leader wants to step back but becomes involved again when a decision feels especially important.

Not true of our organization

Sometimes true

Often true

Consistently true

The outgoing leader does not yet have a clear role, purpose, or direction beyond their current leadership position.

Not true of our organization

Sometimes true

Often true

Consistently true

The outgoing leader expects the successor to lead while also wanting the organization to continue operating in largely the same way.

Not true of our organization

Sometimes true

Often true

Consistently true

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How ready is your organization for a leadership transition?

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