First, a little bit of background:

Succession planning is a structured process. I’ve laid this out in the Succession360™ Toolkit, which provides a DIY roadmap for succession planning.

However, a successful CEO transition depends on more than plans and templates. It’s shaped by the outgoing CEO’s choices and actions. This article focuses on the unique, often overlooked ways a CEO can ensure a strong legacy and a successful succession.

The CEO’s Role in Ensuring a Smooth Transition

Set the Emotional Tone

Your attitude toward the transition sets the tone for everyone. Most leaders know this but are surprised by the emotions that succession can trigger—for themselves and their team. How you prepare and respond to these emotions matters.

Start by understanding what a well-managed CEO transition looks like. The Succession360™ Toolkit can guide you. Next, ensure you’ve done your own personal preparation (see below). When you approach the process with optimism and confidence, others will feel more confident as well.

One of my first clients struggled with this. He told me he didn’t want to plan because he didn’t want to face tough questions. Then, at the end of the year, he suddenly told his board he was leaving in a month. His awkward handling of the CEO transition caused unnecessary stress.

A more recent client took a different approach. He announced his plans early and framed the challenges ahead in realistic but positive terms. His team still felt uncertain, but his transparency reduced stress. They were better prepared for the CEO transition.

Define and Share Your Legacy Thoughtfully

Your legacy isn’t about finishing every project. It’s largely about how well the handover is managed. A smooth CEO transition starts with preparing your team and successor to carry the organization forward.

Start by addressing loose ends. Resolve conflicts, stabilize underperforming areas, and clean up neglected projects. Even if you can’t finish everything, leave things in good shape. Don’t leave a pile of problems for your successor to handle.

When you take care of these issues, it allows your team and the new leader to focus on building the future. Without it, they begin immediately in damage control, which can create unnecessary friction. A strong CEO transition ensures that momentum isn’t lost.

Plan Your Next Chapter

Many CEOs underestimate how stepping away will affect them. In my experience, 85% of CEOs unintentionally sabotage their CEO transition. This often happens because they’re not as prepared as they thought—for life after leadership or for financial changes.

Start by defining your vision. What comes next? Golf and grandkids aren’t enough to fill the gap. You need something meaningful to focus on—something that gives your energy and drive a new direction. Take time to really imagine this and flesh it out as best as you can.

Then, finance it. Many CEOs realize too late they’re not as financially ready as they assumed. A good financial planner can help you avoid surprises. Preparation makes the difference. Leaders with a plan are excited about the future and they know they have the resources to make it happen.

Kick Yourself Out of the Nest: Commit to a Clear and Timely Timeline

Indecision about your departure creates confusion. Once you’ve decided to leave, set a timeline, communicate it, and stick to it.

A drawn-out or shifting timeline damages momentum. It can undermine the new leader’s authority and confuse employees, customers, and partners. Emergencies may arise, but don’t treat every uncomfortable feeling as an emergency. Trust your team to handle challenges. A defined timeline is essential for any successful CEO transition.

Be a Partner, Not a Gatekeeper

Support the Successor Selection Process Without Dominating It

Outgoing CEOs do a poor job at picking their replacements. Studies show that 80% of handpicked CEOs underperform. The board or ownership team should own the process. They will work directly with the new CEO and need to align on priorities.

Still, you have a role to play. Be transparent about the organization’s challenges and strengths. Share insights. But step back from decision-making. This helps ensure the new CEO has the full support of the board and leadership.

Ensure Comprehensive Knowledge Transfer

A successful CEO transition isn’t just about sharing files. It’s about transferring insights, relationships, and cultural understanding. This process builds the new leader’s confidence and sets the organization up for continuity. The Succession360™ Toolkit includes resources to help with this.

Publicly Endorse the New Leader

Once a successor is chosen, your public support matters. It sends a powerful signal to the organization. Make it clear that you believe in their ability to lead.

You communicate this endorsement not only in statements but also in how you talk about the new leader with your team. Avoid negative or second-guessing kinds of conversations. This is the time to remember: “If you can’t say something nice, don’t say anything at all.”

Stepping Back After the Transition

Set Clear Boundaries

Once the new leader takes over, step back. Even with the best intentions, your presence can cause confusion or undermine their authority. Be available for consultation but let them make decisions.

Focus on the Future

Stepping away isn’t the end. It’s the beginning of something new. Many former CEOs find fulfillment as mentors, advisors, or board members. Others pursue encore careers or dedicate time to causes they care about. When you are excited about your future, it will ‘pull’ you into it. If you aren’t, the CEO transition process can cause you to feel ‘pushed’ out. Most leaders instinctively resist feeling pushed.

Call to Action

Every leader has a choice: to exit in a way that elevates their organization or to leave unresolved issues that complicate its future.

Take time to reflect on your CEO transition. Lean into the resources available and take proactive steps to ensure the process succeeds. Whether it’s defining your legacy, mentoring your successor, or preparing for the next phase of your career, the actions you take today will shape the organization for years to come.

What’s one action you need to take this month to prepare yourself—and your organization—for a successful CEO transition?