Nonprofits across the country are confronting unprecedented levels of turnover and retirement among top leaders. To explore how organizations can prepare, Gilman Partners and the Center for Nonprofit Excellence (CNPE) co-hosted the 2025 Nonprofit Succession Planning Panel. Moderated by Das Rooprai (CNPE) and Michele Plessinger (Gilman Partners), the event brought together Louisville nonprofit executives for a candid discussion on building sustainability through thoughtful succession planning.

Why Succession Planning Matters More Than Ever

Without a succession plan, organizations risk losing donor trust, mission continuity, essential institutional knowledge, and progress in leadership diversity. Succession planning goes beyond naming a successor and involves deliberate steps to ensure organizational resilience and long-term impact.

Insights from the Panel

The discussion featured nonprofit executives who are either actively navigating leadership transitions or have recently led their organizations through them:

• Elea Mihou Fox, President & CEO, and Rich Garner, Immediate Past Board Chair – Family & Children’s Place
• Andre Kimo Stone Guess, President & CEO, and Nicole Yates, Immediate Past Chair and Chair of the Transition Committee – Fund for the Arts
• Jennifer Clark, CEO & Executive Director, and Dave Calzi, Immediate Past CEO & Executive Director – St. Vincent de Paul

Rich Garner (Family & Children’s Place) set the tone early: “What we did as nonprofits three years ago has a shelf life. The economy requires the plan to change.” His point highlighted what we know about the natural lifecycle of nonprofits. As moderator Das Rooprai noted, even strong organizations that reach maturity risk decline if they fail to innovate, stay relevant, or refresh their leadership. Where an organization is in its lifecycle often determines the kind of leader it needs—from visionary founders to managers who can sustain and grow established operations.

When Michele Plessinger asked for a show of hands from leaders who felt confident they had a long-term succession plan, very few went up. That moment underscored how important it is for nonprofits to start having honest conversations about succession planning.

Several panelists emphasized that succession is about sustainability, not just replacement. Nicole Yates (Fund for the Arts) encouraged organizations to focus less on who might be next in line and more on the skills, values, and experiences needed to advance the organization’s mission. Boards and executives should mentor high-potential staff now, preparing them to step into leadership later. She urged organizations to look beyond resumes, avoid framing succession in terms of what the last leader lacked, and instead identify what the new leader can build on for the future.

Andre Kimo Stone Guess (Fund for the Arts) offered a candid perspective from the CEO seat. He explained how easy it is for leaders to intertwine their personalities with the role, emphasizing that stewardship matters more than ownership: “CEOs need to see it’s not about their individual wants and needs. It’s about connecting mission, vision, and values so everyone understands how their contribution makes a difference.”

Elea Mihou Fox (Family & Children’s Place) shared the practice of holding one-on-one donor meetings that include both the outgoing and incoming leader. These conversations help reassure stakeholders, smooth the handoff, and demonstrate transparency. She also emphasized the importance of leaders leaving with clarity rather than burdening their successor with “unfinished business.”

Unfinished business might mean the hard or unpleasant decisions—like ending a program, letting a staff member go, or completing a capital campaign—that are left unresolved. By being transparent about a clear end date, boards and leaders force alignment and create a deadline that clears the path for these tough decisions. This approach not only strengthens the organization but also sets up the incoming leader for early wins with both the organization and the community they serve.

Creating Stability

Jennifer Clark (St. Vincent de Paul) highlighted the critical role of boards during leadership transitions, including stacking committees with diverse perspectives and maintaining transparent communication. She emphasized that getting board members on the same page helps motivate the team and ensures talent follows passion, while also setting the stage for new leaders to assess the organization with fresh eyes.

Building on that, Dave Calzi (St. Vincent de Paul), drawing on his finance background, noted that transitions are an opportunity to review operations and financial health. Fresh perspectives can uncover overlooked inefficiencies, outdated practices, or communication gaps. Addressing these blind spots allows boards and incoming leaders to focus resources effectively and strengthen the organization for the future. Calzi added that strong financial management creates the stability organizations need to weather leadership changes with confidence, even when difficult decisions are required.

Practical Takeaways for Nonprofit Boards & Executives

• Vet thoroughly. Data from BoardSource shows that only about 30% of nonprofit C-suite roles are filled by internal candidates. Developing a leadership pipeline is important, but promoting from within rarely succeeds without a rigorous, objective vetting process. Evaluate internal and external candidates equally, considering skills, experience, and alignment with the organization’s future direction.
• Start early. Begin succession planning well before a leadership change is imminent. Regularly review organizational goals, identify potential gaps in leadership, and mentor high-potential staff over time.
• Think beyond replacement. Leadership transition is an opportunity to strengthen organizational sustainability, equity, and long-term impact. CEOs and incoming leaders should focus on stewardship, not ownership—prioritizing the mission, vision, and values over personal preferences. Consider the skills, values, and perspectives the next leader will bring, rather than trying to replicate or compensate for what the previous leader did.
• Empower the board. Use term limits, well-composed search committees, and clear alignment around vision and values to guide succession. Board cohesion helps motivate the team and ensures talent follows passion.
• Prioritize communication. Maintain transparent and consistent messaging with staff, stakeholders, and donors. One-on-one meetings with both outgoing and incoming leaders, clear timelines, and updates on key decisions build trust and confidence in the transition.

Looking Ahead

Succession planning isn’t optional—it’s essential for long-term sustainability. Nonprofits that invest in this process today will be better positioned to serve their communities tomorrow.

Gilman Partners is proud to walk alongside organizations across the region as they navigate leadership transitions. If your nonprofit is ready to begin the conversation about succession planning, we’re here to help.