Succession planning can be exact and precise, or it can be open and loosely interpreted. The format will depend in part on your organization’s culture and resources. Below are suggestions on how to supplement what you may be doing or assist in building a more formal process.

The first step is to analyze the competencies and traits needed for running your legal department today and, typically, five to 10 years out. When you compare those findings, the gap between them becomes the basis for creating a succession plan. Or, you may need to start by asking what you need to run your legal organization effectively today and whether there are gaps between that and your current legal team. We find that organizations are in these situations pending a merger or acquisition, or during rapid organic growth.