If you’ve ever watched Six Feet Under, you know how every episode starts. Someone dies. Sometimes it’s expected—a frail elderly person in a hospital bed. Sometimes it’s a sudden freak accident, a routine day turned tragic. But no matter what, the outcome is the same: someone is gone, and life moves on without them.

We don’t like to think about it, but that’s reality. We don’t always get a warning.

A year and a half ago, I was in a horrific accident. My vehicle rolled 2.5 times, and I was life-flighted to Pittsburgh’s Presbyterian Hospital. I remember the vehicle rolling. I remember trying to hold onto the steering wheel, feeling my foot bouncing between the pedals. I remember some really dumb things rushing through my head… Who would know how much to tip the groomer? Who would find the chocolate hidden in my office? Will everyone get paid this month? Would anyone remember to defrost the freezer? Who will move my daughter into college this fall? Am I the only one who knows the wi-fi password? Who will schedule sessions?

I didn’t see my life flash before my eyes. Instead, I thought about a million little things and wondered: Who will do them now?

As the vehicle came to rest and I hung upside down, the radio still ludicrously playing the audiobook I had been listening to—The Halfling’s Gem—all I could think about were the things I hadn’t done (well… that and… why was the radio still working?).

The Cost of Not Being Prepared

In the months that followed, I faced severe medical complications. For nearly four months, I was almost completely bedridden. And yet, I was still scheduling for our coaches and running payroll from my hospital bed.

The amazing Shelley Maurer!

Why? Because although I have an amazing assistant—someone I’ve taught and delegated a lot to—I hadn’t taught her enough. I liked the sense of security that came from feeling like everyone needed me. My kids had finished college and didn’t need me in the same way, so being needed at work filled that void. I’m sure there’s some deep psychological reason for my attachment to that feeling. But the reality was this: my need to be needed was not good for the company, and it wasn’t good for me.

Cutest get well flowers ever from one of our partners — Pipitone!

Pushing through pain just to keep the business running wasn’t a sign of strength—it was a failure of preparation and an unskillful adjustment to the changing reality of the business. The same kind of failure that many leaders unknowingly set themselves up for when they avoid thinking about succession.

Succession Isn’t Just About Retirement

We do a lot of succession planning with our clients. Often, we run into individuals who don’t want to participate because their retirement is still many years away. They see it as something far off in the distance, a conversation for another day. But succession planning isn’t just about retirement—it’s about knowledge transfer, redundancy, and business continuity.

What if, like the intro to Six Feet Under, something unexpected happens? Ever since my accident, the catchphrase has been ‘what if you get hit by a bus tomorrow’.

It was eight months before I would drive again, and some days it is still a challenge to get out of bed or sit for long periods. I struggle emotionally when I see a car roll over in a movie or TV show. But, I know that if something happened to me, Flickinger Performance Group would still serve our clients and team. Because now, we are prepared. (Although I’m pretty sure I’m still the only one who knows where the chocolate is hidden in my office – and I’m keeping it that way!)

Best Practices for Knowledge Transfer & Succession Planning

Succession planning isn’t just about identifying a future leader—it’s about ensuring continuity no matter what happens. Here are some key steps to prepare:

1. Document Critical Processes: If you were gone tomorrow, could someone step in and do your job? Ensure that key tasks, processes, and decision-making guidelines are documented and accessible.
2. Delegate Before You Have To: Crosstrain employees and give them ownership of important tasks now, rather than waiting for a crisis to force a transition.
3. Create Redundancy: No one should be the only person who knows how to do something. Establish backup roles and train people to step in when needed.
4. Have Open Conversations: Don’t wait until someone is planning to retire to talk about succession. Encourage leaders at all levels to think about who will carry the torch after them.
5. Invest in Leadership Development: Identify and mentor potential successors early. Provide coaching, training, and real-world leadership experiences to prepare them for future responsibilities.
6. Plan for the Unexpected: Just like companies have contingency plans for emergencies, they should have plans for leadership transitions—whether due to retirement, resignation, or something unexpected.

The Takeaway

Succession planning isn’t about stepping away—it’s about setting up the future for success. Whether you’re five years from retirement or just starting your career, consider this: if you weren’t here tomorrow, would the important work you do still get done?

It’s not a comfortable question, but it’s an essential one. Because at the end of the day, succession isn’t just about preparing for when you leave—it’s about making sure your organization thrives, no matter what happens.

Poor knowledge transfer doesn’t just create temporary gaps; it can weaken the foundation of an entire company. When critical knowledge is concentrated in just a few people, it’s a risk to business continuity. A well-executed succession plan strengthens the enterprise, ensuring that leadership transitions don’t disrupt performance, client service, or long-term strategy.

At its core, this work isn’t just about individuals, it’s about the future of the business itself. By prioritizing knowledge transfer, redundancy, and leadership development, we aren’t just securing our own legacies—we are safeguarding the stability and success of the entire organization.