Charting the Course: A Practical Guide to Nonprofit Succession Planning

A leadership crisis looms over the nonprofit sector, with nearly 70% of CEOs nearing retirement within five years. To ensure continuity of vital services, organizations must urgently prioritize succession planning. However, many nonprofits struggle to tackle the challenge of succession due to internal barriers like fear of change, lack of bench strength, competing priorities, and perceived limitations in time and resources. These obstacles can hinder their ability to proactively prepare for leadership changes and secure the long-term stability of their missions.

Fortunately, a clear and consistent succession planning process can break down these barriers and empower nonprofits to navigate leadership transitions with confidence. This article will explore the common challenges organizations face during succession planning and how a well-structured process can effectively address them. 

Common succession planning obstacles:

• Resistance to change. Organizations, like individuals, can be resistant to change. 

• Lack of alignment priorities and focus. Differing priorities, perspectives, and goals between the Board and senior leadership can not only slow down the process, but lead to identifying the wrong successor. 

• Lack of clearly defined roles. When multiple stakeholders perceive ownership of the process without clearly defined roles, it can lead to confusion, duplication of effort, conflicting priorities, and ultimately, the initiative being deprioritized amidst day-to-day demands.

• Inadequate Talent Pool: Organizations may struggle to identify and develop a strong bench of internal candidates with the necessary skills and competencies to assume leadership roles.

• Inadequate Metrics: Accountability extends to results, meaning that succession plans, like strategic plans, must include measurable outcomes and metrics.

While each of these challenges poses a significant hurdle on its own, their combined effect can be overwhelming. A well-defined planning process can overcome these challenges, giving you the confidence and tools needed to create a seamless leadership transition. Our step-by-step guide to develop an effective succession plan will ensure a smooth transition while preserving your organization's mission. 

1. Initiate the Discussion: Regardless of a CEO's retirement timeline, proactively initiating a robust succession planning process discussion with the Board of Directors is a critical responsibility of their leadership. This involves making a strong case for succession planning and addressing any concerns, ultimately demonstrating the CEO's commitment to the organization's long-term success.

2. Define Leadership Criteria: While the CEO plays a crucial role in initiating succession planning, it is the Board of Directors, Executive Committee, or Succession Committee that should lead the process of defining the leadership criteria and competencies required for the CEO role. Effective leaders set a strategic vision, align resources, inspire action, and own results, all while embodying the organization's core values. Candidates should also be evaluated with the organization's long-term vision in mind. Needs evolve, and today's ideal fit may not be the right choice in ten years. 

3. Establish clear ownership and responsibilities. In CEO succession, the board plays a pivotal role in driving the process, establishing a clear framework with well-defined opportunities for input from the CEO. This collaborative approach ensures alignment between the board's vision and the CEO's insights. Additionally, the board should actively cultivate relationships with senior leadership to identify and mentor high-potential individuals, thus strengthening the organization's overall leadership pipeline. While the board focuses on CEO succession, the CEO retains responsibility for developing succession plans for the rest of the senior leadership team.

4. Identify and Assess Potential Successors: Once the leadership framework is established, the organization should identify a diverse pool of potential successors, internal or external, who meet the defined criteria. A comprehensive assessment of their capabilities is crucial, utilizing methods such as 360° reviews, interviews, performance reviews, leadership assessments, strategic planning and vision exercises. This multifaceted approach ensures a thorough understanding of each candidate's strengths, weaknesses, and potential to lead the organization successfully.

5. Develop and Implement Development Plans: For internal candidates, create individualized development plans to address skill gaps and enhance leadership potential through mentorship, coaching, and targeted assignments. Additionally, establishing a realistic timeline for the process and their ability to achieve these developmental goals allows both the candidate and the organization to assess progress and readiness.  If an external successor is needed, define a transparent and equitable process to ensure a fair selection and maintain the integrity of the succession planning initiative. 

6. Communicate Transparently: Transparency and open communication are paramount throughout the succession planning process. This involves managing expectations of both internal and external candidates, providing constructive feedback to those who are not selected, and addressing potential anxiety among employees regarding leadership changes. By fostering a culture of open dialogue and providing clear explanations, the organization can ensure a smooth and seamless transition, minimizing disruption and maintaining employee morale.

7. Execute the Transition: When the time comes for the CEO to step down, the organization should execute the transition plan, ensuring a seamless handover of responsibilities and minimizing disruption to the business. This may involve a period of overlap, where the outgoing and incoming CEOs work together to ensure a smooth transfer of knowledge and relationships. The new CEO should focus on building relationships with the Board, especially the Chair, building relationships with the team, and setting their strategic vision for the organization. 

Once your plan for CEO succession is in place, don’t forget to regularly review and update it. Remember that you may need to account for shifting sector needs and changes in the economic landscape, successful development and retention of potential internal candidates, and changes in the strategic direction of the organization

It is also important to note that succession planning is not limited to the CEO position; it is a critical process that should encompass every key role within the organization, from the Board of Directors to senior leadership and even key individual contributors at all levels. By developing an active and comprehensive succession strategy for each critical position, the organization ensures continuity, minimizes disruption, and safeguards its long-term success in the face of any kind of transition.

For additional insights and best practices in succession planning, consult Curtis Strategy's Succession Best Practices Guide.