How do I evaluate whether a succession planning consultant is credible and unbiased?

To evaluate whether a succession planning consultant is credible and unbiased, look for evidence in four areas: expertise, process, incentives, and references.

1. Check their relevant expertise

A credible consultant should have:

• Direct experience with succession planning, not just general HR or management consulting
• Experience in your industry, company size, and ownership structure
• A track record of working with both family-owned and non-family businesses if relevant
• Familiarity with related issues like leadership development, governance, valuation, and transition risk

Ask:

• “How many succession planning engagements have you led in the last 2–3 years?”
• “What kinds of companies have you worked with that are similar to ours?”
• “What outcomes did those engagements produce?”

2. Look for an objective, structured process

Unbiased consultants use a clear methodology rather than relying on intuition or a preferred candidate. They should be able to explain:

• How they assess internal candidates
• What criteria they use for readiness and fit
• Whether they use interviews, assessments, 360 feedback, simulations, or performance data
• How they handle disagreements among stakeholders

Signs of credibility:

• A documented process
• Defined criteria
• Multiple data sources
• Clear separation between assessment and recommendation

Red flag: they quickly push one successor without showing the basis for the decision.

3. Evaluate incentives and conflicts of interest

A consultant may be biased if they benefit from a particular outcome. Check whether they:

• Have relationships with specific candidates, boards, or family members
• Earn additional fees from placing executives, coaching, or implementation services
• Work for one stakeholder group more than the company as a whole
• Have an incentive to prolong the engagement unnecessarily

Ask:

• “Do you have any prior relationship with any of the potential successors?”
• “How do you manage conflicts of interest?”
• “Are there any circumstances where your firm would benefit from recommending one option over another?”

A credible consultant should disclose conflicts proactively.

4. Review references and independent reputation

Ask for references from:

• Past clients with similar succession issues
• Board members or owners who were not the main sponsor
• Situations where the consultant had to deliver an unpopular recommendation

Also check:

• Professional certifications or memberships
• Thought leadership or publications on succession planning
• Whether their recommendations are consistent with accepted best practices

5. Watch for warning signs

Be cautious if they:

• Give you a “one-size-fits-all” answer
• Overpromise certainty about who should succeed
• Avoid discussing their methodology
• Refuse to disclose conflicts
• Depend heavily on a single stakeholder’s views
• Focus on personalities instead of business needs and readiness
• Can’t explain how they validated their conclusions

6. Use a simple screening approach

Before hiring, ask them to provide:

1. A sample engagement plan
2. Their assessment framework
3. Conflict-of-interest disclosure
4. Example deliverables
5. References from similar engagements

7. Consider using multiple perspectives

For high-stakes succession decisions, it’s often wise to combine:

• An external consultant
• Internal HR/leadership input
• Board or owner oversight
• Independent assessments or psychometrics if appropriate

That makes it harder for any one person’s bias to dominate.

If you want, I can also give you a one-page interview checklist you can use when vetting succession planning consultants.