Succession Planning Isn’t a Spreadsheet. It’s Risk Management.

In cooperatives, succession planning often gets treated like an HR project—something you “should do” when you have time. In reality, it’s much closer to risk management.

When a key leader leaves, the impact isn’t just a vacant seat. It can mean stalled decision-making, inconsistent communication, a morale dip, and strain on supervisors who suddenly inherit responsibilities they weren’t prepared for. In a co-op environment—where safety, reliability, and service are non-negotiable—those gaps can carry real consequences.

What succession planning actually is

Succession planning is the intentional work of identifying and preparing people to step into critical roles over time—so the organization doesn’t have to rely on urgency, luck, or last-minute external hires.

It’s not about promising promotions. It’s about building readiness.

Why it matters more in co-ops

Co-ops have unique pressures:

• Deep operational knowledge that takes years to develop

• Long-tenured teams where retirements can cluster

• Roles that require both technical understanding and leadership maturity

• Community trust that depends on stable leadership and consistent culture

If you wait until a role is vacant, you’re already paying for the gap—usually in stress, bandwidth, and rushed decisions.

The real outcome

A strong succession plan creates:

• Continuity when change happens

• Increased confidence across the organization

• A healthier leadership bench (not a single “backup person”)

• Stronger retention; people stay where they can see a future

If you’re unsure where your biggest leadership risk lives, we can help you identify the roles and readiness gaps that matter most.