4. Get into training
MB: If you have someone with potential, give them the appropriate skills to step up. Offer them opportunities to do the job, perhaps by getting them to work alongside partners. That way, by the time the succession comes the step-up won’t be a big shock to them, the company or the client.
5. Knowledge is power
CJ: All of us carry at least some knowledge in our heads – information that is unwritten because we “just know” it. But because it’s in our heads, an employer is in danger of losing it when we leave. Get as much of the important stuff written down as possible.
6. It's good to talk
CJ: Whether it’s a temporary or permanent departure, communication is key. Everyone on maternity leave or on long-term sick, for example, has a mentor who stays in touch. It makes people feel valued – and it helps the company to plan.
7. Have a Plan B
MB: With the best will in the world, the best plans can go awry. Potential successors may not work out; others may leave suddenly. Make sure you’ve always got a practical, workable alternative that you can implement immediately – even if it’s only a short term one.