ATD and i4cp found that four in five organizations have a designated talent development leader or leaders. The bad news is that only 20 percent of organizations have formal succession plans in place for those talent leaders. Clearly, as talent leaders’ roles become greater and the organization becomes more dependent on their work, the need for a succession plan for this position becomes more pertinent, especially to avoid organizational culture deterioration and the loss of institutional knowledge. But where can talent development professionals look to fill their bench with talent?