How Deep Is Your Bench? (Part 2)

In my last How Deep Is Your Bench micro-blog, I suggested that building your bench from a hiring perspective is a close second to what I believe is a hiring manager’s #1 priority: the personal and professional development of people.

So, let’s explore what that really means – starting with the “professional” side.

1. Develop Your Extended Team

As a hiring manager, your influence isn’t limited to the people who report directly to you. Think about everyone who supports your team—BDRs, Marketing, Solution Engineering, Partner Management, Customer Success, and beyond. What do they want their career path to look like?

Take the Business Development team, for example. Partner with the BDR Manager to reinforce a “build-the-bench and promote-from-within” mindset. Get to know the high-potential BDRs: who they are, where they come from, and where they want to go next. Why are they motivated? How can you mentor them?

Show up. Join their meetings. Help with training. Support their professional growth. When you do this, you give the best people a reason to pick you as the leader they want to follow.

2. Build Your Replacement

Here’s the harder question: who on your team could step into your role tomorrow?

If the answer is “no one,” then you’ve got work to do. A strong bench includes both internal candidates and external talent, but your first responsibility is succession planning within your own team.

When the time comes for you to move up, you should be able to present leadership with a capable successor – someone who ensures your team doesn’t miss a beat. Identifying high-potential candidates, investing in their growth, and building trust not only strengthens your bench, it also reduces attrition. People stay when they see a clear path forward.

A Leader’s Legacy

In a recent interview with LinkedIn CEO Ryan Roslansky, ServiceNow Chairman and CEO Bill McDermott said:

“The true measure of a leader is not what they take from this world, it’s what they give it… my most important career advice is… improve people’s lives and think about your role in doing that.”

That’s the heart of building your bench. It’s not just about filling roles. It’s about improving lives, preparing future leaders, and leaving your team stronger than you found it.