Why Your Succession Planning Isn’t Working – And How Delaware, Ohio Built a Future-Ready Leadership Pipeline

Why Your Succession Planning Isn’t Working – And How Delaware, Ohio Built a Future-Ready Leadership Pipeline

As organizations face accelerating retirements and shifting workforce demographics, many find themselves reacting to change rather than leading through it. The City of Delaware, Ohio offers a powerful example of how to take control of succession planning through behavioral benchmarks, leadership development, and strategic foresight.

The Problem: Leadership Vacancies and Talent Gaps

Many midsized municipalities and organizations experience:

• Sudden retirements leaving leadership roles vacant
• Outdated job descriptions misaligned with current competencies
• Promotions based on tenure rather than readiness
• New managers struggling due to lack of preparation

These missteps lead to fragmented teams, stalled progress, and missed opportunities to grow internal talent.

Why Most Succession Efforts Fall Short

Attempts to solve succession issues often backfire when:

• Benchmark behaviors for successful leadership aren’t defined
• Cultural context is ignored in development plans
• Internal promotions lack structure and long-term support

Without a robust plan, great employees may be promoted but unprepared—leading to failure, disengagement, or costly turnover.

The City of Delaware’s Solution: A Strategic, Multi-Step Framework

Faced with the impending retirement of long-term leaders, the City took action to:

• Identify What Makes a Great Leader in Delaware
  • Partnered with PRADCO to assess 70 leaders across departments
  • Used the Quick View™ Leadership Assessment to define essential behaviors
  • Incorporated mission, values, and employee survey insights
  • Finalized a 10-behavior benchmark to guide future hiring and development
• Develop Rising Talent with a Customized Program
  • Selected high-potential staff with the potential to inherit leadership roles
  • Enrolled them in PRADCO’s Striving for Excellence: Manager Development Program
  • Focus areas included team leadership, change management, and results delivery
  • Cohort-based learning combined with coaching and supervisor support
• Deliver Measurable Impact
  • 100% of participants reported behavior change and increased effectiveness
  • Four participants promoted or served in interim roles within months
  • Alumni now mentor new cohorts, promoting cross-department collaboration and continuity

What Happened Next: Engagement, Promotion, and Cultural Transformation

• City employees began showing up on their days off to attend training sessions
• Relationships formed across departments, breaking down silos
• Respect and camaraderie flourished, leading to deeper understanding of city-wide impact
• The program became an annual commitment, growing Delaware’s leadership capacity year over year

Summary: From Reactive to Proactive Leadership Development

Delaware’s approach succeeded because it combined:

• Data-driven behavioral benchmarks
• Cultural alignment and employee feedback
• Ongoing coaching and support
• Real accountability and measurable outcomes

Their story proves that succession planning isn’t just about filling roles—it’s about shaping leaders who reflect your values and drive your mission forward.

Ready to Start Your Own Leadership Transformation?

If you’re preparing for retirements or navigating generational shifts:

• Schedule a free strategy call with our consultants
• Access our Manager Development Program overview

Let PRADCO help you build a succession strategy that sticks.