The Legacy Shift: My Journey Through Succession and Change

Over the years, in my career as a HR professional and now as an independent consultant in HR, OD, and leadership development, I’ve had the opportunity to partner with organizations steeped in history—some even spanning multiple generations.

These legacy organizations are built on trust, values, and long-standing human connections. But they also face one of the most emotionally and operationally complex transitions in their lifecycle: succession planning during generational change.

I’ve worked with such organizations. Each had a different story, but the patterns were strikingly familiar. The challenges weren’t just about policies or performance—they were deeply human.

1. The First Barrier: Emotional Obligations
One of the most common and tender challenges I’ve encountered is that the biggest invisible force at play was emotional obligation.
Senior leaders felt a strong sense of loyalty toward employees who had served for 20, 25, even 30 years. These were people who had "built the house," and naturally, there was resistance to any suggestion that their time might be up or that new leadership needed space to grow.
But over time, I saw the cost of this emotional pull—a silent stagnation. High-potential talent felt blocked. The younger generation, often more educated and exposed, wanted to bring in positive changes but found themselves restrained by invisible fences.

2. The Crucial Turn: Having the Hard Conversations
My first task has been to address the elephant in the room—with honesty and compassion. My role has been more of a truth-teller and bridge-builder. I’ve facilitated difficult, heart-to-heart conversations—helping leaders understand that honouring loyalty does not mean compromising the future.
We made it clear that certain mindsets and performance standards were no longer serving the organization. And no matter how senior someone was, if they were hindering progress, it had to be addressed. These were not just conversations; they were turning points.

3. Navigating the Generational Divide
The clash between generations was another subtle yet strong undercurrent. The older generation operated on intuition, loyalty, and decades of experience. The new generation leaned into data, digital transformation, and fresh thinking. While both were right in their own ways, the friction was real.
A leadership modelling framework—a cultural blueprint allowed the organization to hold on to its core values while embracing the new. For example, retaining the people-first approach and the culture of long-standing relationships but updated the leadership behaviour expectations to suit modern needs.
This gives clarity: what must stay, what must change, and how both generations could find a shared narrative.

4. The Heir Dilemma: Family, Capability & Objectivity
Family-run businesses add another layer of complexity. I've witnessed situations where successors from the family were either underrated or over-entitled, and both situations are problematic.
I always advocate for a neutral, capability-based assessment, where family heirs are evaluated just like external candidates. The goal isn’t to displace them—but to ensure they grow into the role, earn their authority, and build credibility across levels.
Structured development journeys—shadowing, mentoring, formal learning—have played a key role in shaping these transitions successfully.

5. Misplaced Ownership: Succession Is Not Just HR’s Job
A surprising trend I often encounter is that succession planning is treated as HR’s problem alone. Functional leaders distance themselves. Senior management expects HR to “handle it.”
One of the most powerful shifts is the idea of shared accountability. Succession planning is a collective responsibility—HR facilitates, but leaders mentor, functional heads assess, and successors participate.
In every successful transition I’ve been part of, the buy-in from across the leadership table has been non-negotiable.

6. The Myth of Self-Rising Talent
Another challenge I regularly address is the assumption that high-potential employees will somehow “rise to the top” naturally. In reality, without guidance, many burn out or leave.
With well-designed skill development programs, organizations can nurture their future leaders across four key pillars: technical skills, functional expertise, leadership capability, and soft skills.
This not only builds capability—it shapes culture. It tells people, “We see your potential, and we’re investing in it.”

The Human Side of Change
I won’t pretend it was all smooth. Being the change agent in a high-emotion, high-stakes environment took its toll. There were days I felt burned out—emotionally exhausted from conversations that demanded diplomacy, empathy, and firmness all at once.
But I’ve learned something that helps me every time: stepping back. Taking time to reflect, gaining a “helicopter view,” helps me see people and patterns more clearly. I’m reminded that what I’m dealing with isn’t just resistance or ego. It’s people trying to find their place in a changing world.
That perspective rebuilds my resilience. It helps me return with more empathy, more courage, and a clearer sense of purpose.

Final Reflection
Succession planning in generational organizations is not just a structural process—it’s a cultural and emotional transformation. It involves letting go, stepping up, mentoring down, and reimagining what leadership can look like in a new era.
Having partnered with such organizations across industries and stages, I’ve learned this: when we combine the strength of legacy with the promise of new leadership—not in opposition, but in harmony—we unlock something truly powerful.
And for me, that’s the most rewarding part of my journey—as a consultant, trainer, and change agent.