Gilman Partners and Leadership Council for Nonprofits partnered recently to bring together more than 30 nonprofit executive leaders and board members for a candid conversation on succession planning. The panel featured board chairs and executive directors from three local organizations who generously shared what they’ve learned about navigating leadership transitions. Though the conversation focused mostly on transition in the CEO/Executive Director (ED) role, much of the advice is relevant to other key leaders in nonprofit organizations. Here are some of the key themes and takeaways from the discussion.
Timing is everything.
How much advance notice should leader give before stepping down? Too short, and the board and staff may be left scrambling. Too long, and it can feel as though the leader has already checked out. Most experts agree that about one year strikes the right balance—providing enough time for thoughtful planning, communication, and transition without creating a sense of limbo. Succession planning, however, shouldn’t only happen when a departure is announced. It should be a regular part of employee reviews and leadership development discussions so the organization is always prepared. Still, when it comes to a CEO or ED, a one-year notice is generally considered the healthiest timeline to allow the board and staff to plan for what’s next.
Engage the whole team.
Succession planning isn’t just about the board and the outgoing ED—it’s also about the staff. Overcommunication, transparency, and ongoing engagement help the team stay grounded during a time of uncertainty. The panelists agreed that during a CEO or ED transition, the staff should feel included and valued in the selection process.
Be clear about what the organization needs.
The board leaders and EDs on the panel emphasized the importance of stepping back and asking: What kind of leader does our organization need for the future? That clarity, coupled with a tie to the strategic plan and defined role responsibilities, sets clear direction for staff, avoids assumptions about internal promotions, and keeps the search process grounded in strategy rather than personalities.
Transfer the “secret sauce.”
One of the most practical reminders came from leaders who asked themselves: “What do I know that no one else knows?” That simple question uncovers institutional knowledge, skills and relationships that need to be documented, delegated, or intentionally transferred to the incoming ED. In some cases, organizations discovered gaps that couldn’t be filled by one person—prompting creative thinking about restructuring roles, upskilling internal talent, or even hiring an interim ED.
Overlap (when you can).
A smooth handoff often means creating space for the outgoing and incoming ED to overlap, but clear role definitions are critical. Determine who will lead budgeting, who has the final say on key decisions, and how the staff knows where to go with questions. When done well, overlap strengthens trust and accelerates the new leader’s ramp-up period. Every organization has different needs with transitions. Most often, if it is an internal promotion the transition time is a bit longer for continued mentoring to occur. If an external person is hired into the role, the transition is typically two-to-three weeks with the outgoing CEO/ED available as needed for a defined period.
Succession planning is strategic planning.
Perhaps the biggest takeaway from the discussion was that succession planning is not a one-time event—it’s an ongoing practice. Just like you review your strategic plan regularly, your board should revisit and refresh your succession plan regularly. The best time to start is early in a leader’s tenure, not at the end.
Succession planning requires both structure and humility. It’s about stewarding the mission, honoring staff, and equipping the next leader to succeed. The organizations that took part in our roundtable reminded us that leadership transitions are inevitable—but with the right planning, they can also be moments of growth. Thoughtful succession planning not only ensures continuity, it also strengthens long-term sustainability and helps buffer organizations from the increasing uncertainty in today’s environment.
