Across the early years sector, many settings are facing increasing workforce challenges - succession planning being one of them. Recruitment remains difficult, staff retention can be unpredictable, and experienced leaders are often carrying significant responsibilities for their staff and the children they care for. At the same time, many long-serving managers and practitioners are approaching retirement or considering changes to their working patterns.
In this context, succession planning has become an essential part of sustainable leadership.
What is succession planning?
Succession planning is the process of identifying and developing staff who have the potential to move into key roles within an organisation in the future. Rather than reacting to sudden vacancies, settings can prepare future leaders and maintain stability for children, families and staff. These roles might include:
- Room leaders
- SENCO roles
- Deputy managers
- Setting managers or nursery owners
- Specialist roles such as designated safeguarding leads (DSL)
Succession planning is not simply about replacing staff when they leave. It has a wider purpose; it focuses on developing internal talent so that individuals are ready to step into greater responsibility when opportunities arise. In practice, this means recognising potential early and providing staff with the training, experience and mentoring they need to progress.
Why succession planning matters in early years
Early years settings rely heavily on stable relationships. Children thrive when they feel secure with familiar adults, and families build trust through consistent leadership. The key person relationship needs to be one that is sustainable between the practitioner and the child. When key staff leave unexpectedly, it can create disruption for the entire setting.
Succession planning helps to reduce this risk by ensuring that knowledge, skills and leadership responsibilities are gradually shared across the team, and there are several important benefits for all involved:
1. Continuity for children and families
When leadership transitions are planned, children and families experience far less disruption. New leaders are often already known and trusted by the community, and if their key person is still in the setting, children can still feel secure.
2. Staff retention and motivation
Staff are more likely to remain in a setting where they can see opportunities for growth. When practitioners know that development and promotion are possible, it can strengthen their motivation and professional commitment.
3. Developing future leaders
Leadership skills do not appear overnight. Succession planning allows settings to nurture leadership gradually through mentoring, shadowing and professional development.
4. Protecting organisational knowledge
Long-serving staff hold valuable knowledge about the setting, families and community. Succession planning ensures that this knowledge is shared rather than lost when individuals move on.
Identifying future leaders
One of the first steps in succession planning is recognising potential within the team you already have. Future leaders are not always the most confident or outspoken members of staff. Leadership potential may appear through qualities such as:
- Strong communication skills
- Reliability and organisation
- Empathy and emotional intelligence
- Initiative and problem-solving
- The ability to support colleagues and work as a team
Managers should observe how practitioners interact with children, families and team members. Those who naturally support others, offer ideas and demonstrate responsibility may be strong candidates for future leadership roles.
Importantly, succession planning should be transparent and fair. Opportunities for development should be available to all staff who show interest and potential, not just a select few.
Supporting staff development
Once potential leaders have been identified, settings can begin to support their development through structured opportunities. Some of the following ways have proved useful in preparing new leaders:
1. Mentoring
Mentoring is one of the most effective ways to prepare staff for leadership. Experienced leaders can guide less experienced practitioners by sharing knowledge, listening and encouraging reflection.
2. Shadowing leadership roles
Allowing staff to observe or assist with leadership responsibilities can build their confidence in the role, and your confidence in their ability. For example, a practitioner may shadow a room leader during planning meetings or help organise staff rotas.
3. Professional training
Formal qualifications and professional development courses can support staff career progression. This might include leadership courses, safeguarding training, or specialist qualifications such as SENCO or DSL training.
4. Delegating responsibility
Gradually increasing responsibility helps practitioners develop leadership skills in a supportive environment. This might include allowing others to lead staff meetings, coordinate a project, or manage a specific area of practice. This is sometimes one of the areas that people struggle to do because they fear ‘letting go of the reins’, but in reality, it is one of the most effective ways to develop less experienced staff. Obviously, it also needs the current leader’s overview and input to ensure that things are completed correctly, but it’s worth the time and effort.
Creating a culture of staff development
Succession planning works best when the professional development of staff is part of the ethos and culture of the setting. This is not something that magically appears but takes care and planning. Managers can support this by:
- Encouraging staff to discuss career goals during supervision and at sessions where time is set aside for this purpose
- Recognising strengths and achievements
- Supporting ongoing training and qualifications
- Promoting collaboration and shared leadership
When development is embedded in everyday practice, staff begin to see career progression as a natural part of their professional journey.
Planning for leadership transitions
Succession planning should also include practical preparation for leadership transitions. There are always surprises in life, but when it comes to retiring, most leaders will be thinking about it well in advance. Managers should ask themselves important questions, such as:
- Who could step into my role if I were absent?
- Which responsibilities should be shared with others?
- What knowledge needs to be documented or passed on?
- Which team members show potential for future leadership?
Answering these questions allows forward planning rather than emergency ‘fire-fighting’ in response to unexpected change. For example, a manager approaching retirement might gradually involve a deputy in budgeting decisions, staff recruitment or Ofsted preparation so that the transition into leadership feels natural and manageable.
Overcoming common challenges
Some managers may feel that succession planning is difficult due to limited staffing or resources. However, even small steps can make a difference. Think about:
- Identifying one or two staff members to mentor
- Offering opportunities for leadership experience
- Encouraging reflective conversations about career development
Another challenge is the fear that if you train staff, they may leave for opportunities elsewhere. While this is possible, investing in staff development often increases their loyalty to your setting and improves job satisfaction, and a setting that actively supports people’s career growth is more likely to retain committed professionals.
Succession planning is vital if settings are going to thrive in the current staffing environment, and done well, it can make a huge difference to the survival and sustainability of the setting.
Other articles:
Succession Planning in Early Childhood Education
The Baby Room Revolution: Balancing Expansion with Professional Excellence
Keeping Quality Strong Through Pressured Times
