How the Johnson-Adams Associates board approaches succession planning

Understanding the role of the board in succession planning

Board responsibilities in shaping leadership continuity

Succession planning is a core responsibility for any board of directors, especially in organizations operating in sectors like engineering, transportation, and real estate. The board’s role goes beyond simply appointing a new president or director. It involves setting a clear vision for leadership continuity, ensuring that the firm’s values and strategic goals are maintained as people transition in and out of key roles.

At Johnson-Adams Associates, the board is actively involved in guiding the succession planning process. This includes overseeing the identification of potential leaders from within the organization, whether they are senior managers, program managers, or project engineering professionals. The board draws on its collective experience in planning, design, construction, and management—including areas like water services and maintenance technician roles—to assess the skills and readiness of possible successors.

• Ensuring leadership aligns with the firm’s mission and long-term strategy
• Setting expectations for the experience and qualifications needed for roles such as vice president, director, or program manager
• Reviewing employee experience and career progression, from high school graduates to those with a bachelor of science from a state university
• Evaluating the impact of leadership transitions on ongoing projects in North America and the United States

The board also works to foster a culture where succession planning is an ongoing priority, not just a response to immediate needs. This means regularly updating plans to reflect changes in the firm’s services, project demands, and the evolving landscape of engineering and construction. In addition, the board’s oversight helps ensure that the process remains fair, transparent, and aligned with industry best practices.

For a deeper look at how boards shape succession planning, including the specific responsibilities of the department chair, you can explore this insightful resource on the department chair’s role.

Identifying potential leaders within the organization

Spotting Leadership Potential Across Departments

Effective succession planning at Johnson-Adams Associates relies on a thorough process for identifying future leaders. The board directors look beyond titles, focusing on employee experience, technical expertise, and demonstrated management including project engineering, design, and program management skills. This approach ensures that leadership candidates come from diverse backgrounds such as engineering, construction, real estate, and transportation services.

• Broad Talent Pool: Potential leaders are identified from various roles, including project managers, program managers, maintenance technicians, and directors. Experience in planning design, design water, and construction projects is highly valued.
• Track Record Matters: Candidates who have served years in senior or vice president roles, managed complex projects across North America or the United States, or contributed to high-profile initiatives are closely considered.
• Educational Foundation: A bachelor science degree from a recognized state university or equivalent is often a baseline. Many leaders have joined the firm after completing university programs and have advanced through continuous learning and hands-on project experience.
• Cross-Functional Experience: Those who have worked in both engineering and management, or have moved between departments like water services and transportation, bring valuable perspectives to leadership roles.

In addition managing day-to-day operations, the board encourages ongoing professional development. Employees are supported in pursuing certifications and leadership training, which helps the firm maintain a robust pipeline of future leaders. For more on the core skills and concepts that support effective succession planning, see this resource on key people management concepts.

Evaluating Readiness for Leadership

The board regularly reviews employee progress, looking at both technical achievements and soft skills. Leadership readiness is assessed through:

• Performance on large-scale projects
• Ability to lead multidisciplinary teams
• Contributions to the firm’s strategic planning and design initiatives
• Feedback from peers and supervisors

This structured evaluation process helps ensure that when the time comes, the firm has a pool of qualified candidates ready to step into roles such as president, senior vice president, or director. By prioritizing both experience and potential, Johnson-Adams Associates strengthens its succession pipeline and supports long-term organizational stability.

Balancing transparency and confidentiality

Finding the Right Balance in Board Communications

When the board of directors at Johnson-Adams Associates discusses succession planning, one of the most challenging aspects is balancing transparency with confidentiality. This is especially true in sectors like engineering, construction, and real estate, where projects and leadership transitions can impact everything from employee experience to client trust. Too much transparency can create uncertainty among staff, especially managers, directors, and senior leaders who may feel their roles are under scrutiny. On the other hand, too much secrecy can lead to rumors and a lack of trust in the board’s intentions. The board must carefully decide what information to share and when, considering the impact on ongoing projects in areas such as water services, transportation, and planning design.

• Clear communication channels: The board should establish clear guidelines for how and when to communicate about succession planning. This includes updates to employees in roles like project engineering, program manager, and maintenance technician, as well as those in senior vice president or director positions.
• Protecting sensitive data: Confidentiality is crucial when discussing potential successors, especially for roles like president or vice president. Details about candidates’ experience, education (such as a bachelor of science from a state university), and performance should be shared only with those who need to know.
• Supporting ongoing projects: The board must ensure that succession discussions do not disrupt ongoing engineering or design water projects. This means keeping project teams focused while the board manages leadership transitions behind the scenes.

In addition, the board should consider the broader impact of its communications. For example, when a senior leader who has served for years in North America or the United States is preparing to transition, the board must manage both internal and external messaging to maintain confidence among clients and partners. For organizations looking to improve their approach, understanding how to effectively manage a contingent workforce for succession planning can provide valuable insights. This is particularly relevant for firms with a diverse range of services and projects, where flexibility and discretion are key. Ultimately, the board’s ability to balance transparency and confidentiality directly influences the success of succession planning and the stability of the firm’s leadership pipeline.

Addressing unexpected leadership changes

Responding Effectively to Sudden Leadership Vacancies

Unexpected leadership changes can disrupt even the most stable organizations. For a board of directors, especially in sectors like engineering, transportation, and real estate, having a clear process is essential to ensure continuity and maintain confidence among employees and clients. When a president, director, or senior manager departs suddenly, the board must act quickly. This often involves activating a pre-established emergency succession plan. Such plans are typically informed by years of experience and are designed to minimize disruption to ongoing projects, whether in design, construction, or water services. Key steps the board takes include:

• Reviewing the current succession plan to identify interim leaders, often those who have served as vice president, program manager, or senior project engineering staff.
• Communicating with employees and stakeholders to provide clarity while respecting confidentiality, as discussed in earlier sections.
• Ensuring that ongoing projects—such as planning design, maintenance technician programs, or large-scale construction—continue without interruption.
• Leveraging the experience of those who have joined the firm from other organizations or who have served years in management, including those with a bachelor of science from a state university or similar credentials.

In addition to managing the immediate transition, the board also evaluates the impact on employee experience and client relationships. This is especially important in firms operating across North America and the United States, where project continuity and regulatory compliance are critical. Boards that regularly update their succession planning processes are better prepared for these scenarios. They draw on lessons learned from prior joining experiences, and from those who have served in roles such as director of design water or program manager. This proactive approach helps maintain stability and trust, both within the organization and with external partners.

Evaluating and updating succession plans regularly

Continuous Review: The Key to Effective Succession Planning

Succession planning is not a one-time event. For organizations like Johnson-Adams Associates, the board of directors recognizes that regular evaluation and updates are essential. This approach ensures that the succession plan remains aligned with the company’s evolving needs, especially in sectors such as engineering, transportation, and real estate, where project requirements and leadership demands can shift rapidly. A robust review process considers several factors:

• Organizational Changes: As new projects in design, water, or construction emerge, the board must assess whether current and potential leaders have the experience and skills to manage these initiatives.
• Employee Experience and Development: The board reviews the progress of managers, directors, and senior staff, including those who have served years in program management or project engineering. This helps identify gaps in leadership development and training, ensuring that employees are ready to step into roles such as vice president or program manager.
• Market and Industry Trends: Changes in regulations, technology, or client expectations—especially in North America and the United States—require the board to revisit succession plans for roles in planning design, maintenance technician, and other specialized services.
• Education and Qualifications: The board tracks qualifications such as bachelor of science degrees from state universities, ensuring that future leaders meet the firm’s standards and client expectations.

Tools and Metrics for Ongoing Assessment

To maintain a high standard, the board uses a mix of qualitative and quantitative tools. These may include:

• Performance reviews for directors, managers, and employees involved in planning, design, and construction projects
• Feedback from program managers and senior staff on employee experience and readiness
• Analysis of project outcomes in engineering, water, and transportation services
• Regular check-ins with those who have recently joined the firm or currently serve in key roles

This structured approach helps Johnson-Adams Associates adapt to unexpected changes, as discussed earlier, and supports a culture of continuous improvement. In addition to managing current needs, the board’s commitment to regular evaluation ensures that the succession plan is always ready to support the company’s growth and stability.

Building a culture that supports succession planning

Embedding succession planning in daily operations

For a board to ensure long-term stability, succession planning should not be a one-time event. Instead, it must become part of the organization’s culture. This means integrating leadership development into daily operations, from project engineering teams to senior management. When employees at all levels—whether maintenance technicians, program managers, or directors—see that leadership pathways are clear and accessible, engagement and retention improve.

Encouraging cross-functional experience

One effective approach is to encourage employees to gain experience across different departments, such as engineering, design, construction, and real estate. For example, a manager who has worked in both water services and transportation projects will bring a broader perspective to future leadership roles. This cross-functional exposure also helps identify high-potential individuals who can adapt to changing business needs.

• Offer rotational assignments in areas like planning design, project engineering, and program management.
• Support continuing education, such as a bachelor of science from a state university or specialized training in design water systems.
• Encourage participation in industry associations across North America and the United States to stay current with best practices.

Recognizing and rewarding leadership potential

Boards can foster a supportive culture by recognizing employees who demonstrate leadership, whether they currently serve as a vice president, director, or project manager. Highlighting those who have served years in the firm or have managed complex projects signals that the organization values experience and commitment. In addition, managing employee experience and providing clear feedback on performance helps individuals understand their growth opportunities.

Continuous improvement and communication

Finally, building a culture that supports succession planning means regularly evaluating and updating the process. This includes gathering input from board directors, senior leaders, and employees at all levels. Open communication about the importance of succession planning, without breaching confidentiality, helps everyone understand their role in the organization’s future.