The Preacher in the Book of Ecclesiastes fretted who would succeed him: ”I hated all the things I had toiled for under the sun because I must leave them to the one who comes after me.” (Ecclesiastes 2:18). Whether you have built a business or a non-profit organization, the question remains: who will come after you?

More specifically, will your successor be wise or foolish? The likelihood of a good outcome was uncertain when Ecclesiastes was written circa 450-200 BC—and just as uncommon today. Why?

Leaders and business owners typically don’t have a viable succession plan—and their work is often soon undermined by their successor. Their legacy vanishes like dust in the wind.  

It doesn’t need to be that way, however. What’s the problem? A common challenge is that most leaders are thinking of themselves and not their organization.

I recently had an opportunity to speak with Sam Chand, an acclaimed global leadership author, speaker and consultant about the issues of succession in various contexts. In addition, Sam Chand and his colleague, Dale Bronner, have written a recent blog (quoted herein) with insights on how to prepare individuals and their organizations for succession.

Chand and Bronner note that leaders need to start with the right perspective: “Succession is not about filling leadership vacancies; it’s about creating an organization’s future.” Leaders should take a big picture approach. It’s not about them—it’s bigger than that.

Chand and Bronner state: “True leadership is always transgenerational. No one plants an oak tree for themselves, but for their children’s children. A good leader understands his or her human limitations and productive “shelf-life” on this planet.”

One issue related to a successful transition is not only to transfer technical skills, which is the easy part but to transmit the wisdom of a leader. Chand and Bronner explain that “A good succession plan ensures that a leader’s wisdom and knowledge transcend the current generation. Succession planning creates a leadership culture within the organization. Hence, everyone at all levels in the organization knows that part of their role is to create and nurture upcoming leaders to one day assume responsibility for their current areas of oversight.” In my experience, there needs to be a process of transition. It’s not an event.

The issue of succession is somewhat like planning to draft a will. A person knows that it needs to be done but they still avoid doing so as it causes them to face the finality of certain issues. Chand and Bonner highlight that, “In many cases, leaders avoid adequately preparing for succession, suffering from the proverbial “head in the sand” syndrome. We all know that transition will eventually come, but we often function in a state of denial—which is more comfortable than the impending decisions, planning and implementation needed for effective succession planning. This is not just the case for individuals, but for organizations, which fail to adequately train and prepare potential leaders.” Of course, not facing an issue never caused it to disappear.

As the Preacher ponders, who will come next? Leaders need to be proactive and handle prospective candidates carefully. Chand and Bronner caution that, “Once a leader understands the need to be intentional in the succession planning process, choosing a successor becomes important. However, it is crucial to make some definitions before naming names. First, identify the ideal candidate. The answer to every life dilemma is a person. Create a “Preferred Profile” of the kind of person needed.” The key is to focus on the needs first, rather than design the position for the person.

As Chand and Bronner explain, “Start with the who and then go the what. Rather than looking for someone with the same DNA, determine what direction the organization will be taking in the long-term, and look for someone who can chart the course. Too many start with the who and lock in on a person rather than looking at the horizon and the future of what is needed for the organization. Successors typically fall into two categories: those representing continuity, and those representing change.”

The bottom line is that succession and transition planning, whether in business or non-profit organizations or churches, often doesn’t go well. Just as a guide will help get a person to the top of the mountain, an experienced advisor can help with the strategy of a transition. There is only one chance to do it right.

So, who will come after you? Ecclesiastes 2:19 states: “And who knows whether that person will be wise or foolish? Yet they will have control over all the fruit of my toil into which I have poured my effort and skill under the sun.” By following a strategic process, with an experienced guide, you can help create a positive outcome—and, ultimately, work with the wise rather than the foolish.

A high level of leadership is how you prepared those that came after you. Their competency for the task will reflect well on their predecessor.