The Real Executive Succession Issue: When Nobody Wants Your Job

The Chief Procurement Officer for a large technology company was in a bind: He’d been in his role for several years and operating at an exceptional level, by all accounts. A well-liked, respected leader, he was more than overdue for a promotion and was on the short list for several positions. Here’s the problem: “I can’t move out of my role until I find a replacement, and nobody wants my job,” he reports.

The man does not exaggerate: He’s tried it all when it comes to getting others to see the opportunities that would come with taking over his job. “I’ve had countless conversations across the company, both internal and external to my own team. I’ve rescoped the role, I’ve increased compensation, and still, people tell me to keep their name out of any conversation regarding taking over this job.”

Maybe it doesn’t surprise you to know this kind of thing happens. Research on women and employees of color in the workplace has highlighted for years why senior leaders may not pursue or even decline promotion because of increased headwinds they face, dissatisfaction with the culture, and more. What is surprising is how much more often this is now happening: Post-pandemic, 70% of employees say they prefer to work anywhere over being promoted. Here’s what else may be factoring into why senior leaders are turning down big jobs:

It just looks miserable. A few years ago, I remember hearing my son and his friends discuss the pros and cons of running for office. I assumed some in the group would be excited by the idea, given they were all ambitious kids who loved politics. Nope. Instead, they worried about the intense pressure, the constant fundraising, and the bipartisan infighting as reasons to say, ‘thanks but no thanks.’ Of course, not everyone is cut out for certain jobs, including politics, but when talented people don’t even want to consider the possibility, it’s a problem. The Chief Procurement Officer said as much about his role: “It’s a tough job with lots of problems. People see the complexity and the constant battles to fight. I get why they are running the opposite direction.”

The incumbent may be unintentionally scaring people off. The Chief Procurement Officer had an around-the-clock work style, but the bigger issue was his explanation why: “I strongly believed that the only way to do the job right was to work very long hours. Others began to see that working constantly was a requirement for success, and the role developed a reputation for being a 24/7 job.” He also realized how he had overlooked potential talent, convinced they weren’t going to be able to handle the workload and pace of the job. It wasn’t until he began to see how the criteria for success was based less on fact or strategic imperatives, and more on his own personal preferences and beliefs, that he began to shift his thinking and communicate differently about the role and requirements for success.

Ask better questions and challenge assumptions. Good companies have a wide range of practices and initiatives in place to address succession and career development. Even so, consider the level of appeal your executive or senior-level roles currently hold across your key talent. While there are always leaders who seek a promotion or the next big job, there’s a growing number who aren’t willing to step into top roles. The best leaders will want to understand the degree to which that sentiment exists across their teams by asking a few different questions. For instance:

• Have I assumed that this role appeals to our best leaders more than it actually does?
• How many qualified leaders on my team would want my role if it became available?
• What is the current perception about ‘what it takes’ to succeed in this job?
• What, if anything, is scaring people away from taking on this role?
• What would we need to do to change about the role so it held more appeal for the right leaders?

The best leaders always want to get better, and it stands to reason that talented senior leaders would love to contribute to the highest levels possible inside their companies. When they decline promotions or walk away from big jobs, ask why, because chances are good that the decision points to something deeper inside the organization. When nobody wants your job, it is a moment to have a better, more honest conversation about the company, its culture, leadership, and changes you’ll be willing to make to create a better future.