The biggest risks in executive succession include unclear plans, overreliance on a single candidate, limited Board visibility to internal talent, and inadequate preparation of successors for the realities of the role. These risks increase when succession is handled reactively—triggered by a vacancy—rather than as a continuous leadership and risk management process.
Overdependence on one leader or a narrow pipeline, which exposes the organization if those individuals leave unexpectedly.
Talent and culture risks
- Insufficient development of internal successors, leaving leaders technically strong but untested at enterprise level.
- Cultural disruption when a new executive’s style or decisions are not well prepared for or explained to the organization.
Transition and execution risks
- Weak onboarding and limited feedback for new executives, especially in the first 12–18 months.
- Misalignment between the executive’s mandate and what the organization is ready to support or resource.
How Brenda Bence helps manage these risks
Through her work in high-stakes C-Suite succession, Brenda Bence partners with Boards, CEOs, and CHROs to clarify expectations, strengthen the pipeline, and coach leaders who are preparing to step into top roles. Her engagements often focus on readiness for enterprise level leadership, stakeholder alignment, and transition support to reduce the risk of failed or stalled successions.
Client perspectives on high-stakes succession
“Brenda helped our CLO become self-aware and pivot effectively, eliminating past triggers.”
– CHRO, Publicly-traded Transportation Manufacturing Company
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