Promoted? Here’s how to help your successor shine

Most leadership advice focuses on how to get promoted. But what happens after? 

Years ago, I moved from a role leading training and development in a large regional bank to a new position in product marketing. I had the luxury of staying in the organization, which gave me time to mentor my replacement. Carrie, my replacement, wanted the job and was fully qualified but filled with doubt. In our transition meetings, she admitted to me: 

“I don’t know if I can lead the training team like you.”

“I only know this one area of training.”

“The team loves you. I’ll never be able to lead like that.”

A 2021 report by DDI reveals that 35% of internally promoted executives are considered failures. This failure rate escalates to 47% for executives hired externally. These numbers reflect the critical need for effective support during leadership transitions.

If this sounds familiar, here’s how leaders can coach someone up to replace them.

COACH THEIR MINDSET AND NOT JUST THEIR SKILL SET

When we hand off a role, we often default to knowledge transfer. We overemphasize tools, systems, and processes. But that is not where most leaders struggle. The deeper fear for most new leaders is internal: Will I ever be as good as you? 

Carrie kept comparing herself to me: My years of training experience, my understanding of facilitation, and my established role as the go-to expert. I had to give her permission to be different. In fact, she brought strengths I didn’t: deeper business knowledge, stronger relationships across departments, and a leadership style that had already made her one of the most respected managers in the company. Helping her identify and leverage these strengths was far more important than teaching her how to plan a training calendar.

During your transition period, try asking your successor questions like: “What parts of this role feel most intimidating?” and “What strengths do you already have that could serve you here?” Offer specific examples, where possible, of where their strengths or approach may provide different value to yours. 

IDENTIFY AND COACH TRANSFERABLE SKILLS

When leaders overlook this step, they can unintentionally make successors feel like they are starting from scratch. 

Carrie didn’t need training expertise on day one. She could learn that. What she needed was permission to lead in a way that reflected her own strengths. We spent time identifying her transferable skills, such as how she built trust, how she developed teams, how she navigated difficult personalities, and how to apply them to this new context. We explored how these new skills would show up in this context.

To put this into practice, you can create a two-column chart with your successor. On one side, ask them to write down core demands of the role. On the other side, they can share examples from their previous roles that demonstrate those skills in action.

PROVIDE EXPERTISE WITHOUT TAKING OVER 

When Carrie had to create a brand-new systems training, she immediately looked to me for answers. Instead of jumping in, I asked, “When have you had to learn something new in the past?” I encouraged her to reflect on her experience and based on her expertise, how she would design it to make it better. She didn’t need me to give her the answers. She needed space to figure it out, with just enough support to build confidence. 

You should approach these moments like a coach, not a fixer. Ask for permission before offering feedback: “Are you open to an observation?” If your successor asks you to take over, get curious instead: “What specifically feels uncomfortable? Is it a task or a relationship dynamic?” 

COACH ON PEOPLE AND POLITICS (NOT JUST PROCESSES)

While leadership is relational, most handovers solely focus on the workflows of systems. Instead of just handing over a road map, I asked my replacement to create an Influence Map: listing key colleagues across the organization she’d need to partner with to succeed. We categorized each one: green for supporters, yellow for neutral or unknown relationships, and red for conflict or resistance. Influence doesn’t come from pushing harder; it comes from navigating relationships with intention.

If you choose to help your successor build a similar stakeholder map, try asking them questions like: “Who can you build trust with? Who might you be avoiding? What past tensions need clearing?”

LET THEM JUMP IN BEFORE YOU STEP OUT 

Don’t wait until your last day to start handing things over. During our three-week transition, I began redirecting tasks to Carrie right away. When deciding what to delegate, I had to ask myself, “Do I still need to do this? Or is this a great opportunity for a handoff?”

The stakes were low and small mistakes were part of the learning. If the stakes are higher, you can still delegate, just partner differently. Let them shadow you, walk through your decision-making, or connect them with someone who can support them after you’re gone. The earlier they step in, the more confident they’ll be when you step out.

To put this into action, ask yourself daily: “What is one thing I can hand off today that builds their visibility or confidence?” The earlier they practice, the more naturally they will lead after you are gone.

Helping someone step into your old role requires letting go of control, nurturing a different style of leadership, and prioritizing long-term impact. Ultimately, the best leaders are not just good at their job; they are also good at ensuring that others are equipped to do it too.