In the public sector, succession planning is known to express itself at the level of executive personnel. Strategic plans, on the other hand, do not stress the importance of developing line staff to exercise succession planning or being familiar with management decision-making procedures that align with organizational goals. Employees in the public sector are promoted to supervisory roles without the necessary leadership abilities to keep up with the organization's needs. Simply put, the new supervisor gets promoted to fill a position. This study aims to investigate how other public agencies broaden the employee's skill set in order to satisfy the promotion and to continue developing the employee's leadership in order to practice succession planning.