Abstract
This article discusses how succession‐planning can ensure continuity of leadership at water utilities in the upcoming years when an exodus of institutional knowledge and leadership is expected to occur as members of the Baby‐Boom generation retire. Progressive utilities are using succession planning as a best practice to prepare for the transition risk that accompanies a CEO or senior officer departure. A domino effect occurs when any senior officer leaves, and at such times succession planning is used to assess the cadre of top leadership talent. A set of moves based on these assessments yields a stronger team and greater bench strength, as opposed to weakening the net effectiveness of the senior team. The article discusses two best‐practice examples of how utility CEOs and their boards of directors faced succession planning challenges.
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