In response to increasing volatility in organizational contexts, particularly concerning the media industries undergoing rapid changes, succession strategy has become vital for continuity of leadership and sustained competitive advantage. This research examines psychological factors like grit and learning agility and their contribution to the job performance of emerging talent in the context of succession planning. This quantitative research analyzed 120 high-potential employees in a Media Company and administered several instruments: the Short Grit Scale (Duckworth & Quinn, 2009), an adapted learning agility scale by Lombardo and Eichinger (2000), and a performance measure developed by Borman and Motowidlo (1993). Regression analyses were performed to examine the hypothesis that learning agility moderates the effect of grit on job performance. Findings show that grit has a significant predictive relationship with job performance (β = .344, p < .05), accounting for 30.8% of the variance. Further analysis showed that learning agility acts as a positive moderator of the relationship (p = .016), suggesting that high grit employees demonstrate even greater job performance when paired with high learning agility. The results indicated that grit is indeed important to sustain performance over time, but is made far more effective when coupled with learning agility. To build a strong internal talent pool organizations need to nurture learning agility. “Agile Leadership Accelerator” program were developed focusing on the four dimensions of learning agility to develop aspiring leaders for succession planning.