Succession Planning

Planning for an exit

At its best, succession planning work is done well in advance of the pending departure of a chief executive, before the urgency of making a hiring decision impedes meaningful discussions. The most productive planning includes the perspectives of key stakeholders, the executive and staff, board of directors, community partners, volunteers, and donors.

Finally, transition planning should include evaluations of skills needed for leadership and management as well as an assessment of cultural norms and behaviors that significantly impact the organization’s ongoing success.  

Ensuring new leadership success 

In preparation for new leadership, we work with you to create a succession plan that allows for thoughtful conversations around ways to sustain, grow, and/or adjust the strategic direction of your organization, and how to make effective hiring decisions.

What if a leader leaves before our plan is in place?

In the case of an unplanned exit, our team has the tools, tactics and expertise to quickly gain control of the situation and put you on the right path to a successful transition, including interim management.

Why is succession planning so important?

With good planning comes the opportunity to build trust between board and staff, prepare the organization for unexpected emergencies, and give key stakeholders confidence in the long term viability of the organization beyond any one key leader. 

Conversely, poor planning can lead to decreased contributions and overall revenue, painful disruptions or cuts in programs, employee turnover and morale issues, negative community perceptions and confusion over the direction in which the organization is heading.

Quite simply, planning has a measurable effect on your bottom line.

Succession planning will help you:

  • Be prepared for unexpected departures, or for short and long-term absences of key leaders
  • Establish or reaffirm staff and stakeholder confidence in the board’s ability to lead 
  • Give stakeholders confidence in the long-term viability of the organization
  • Manage community, funder, and donor anxieties and concerns during a transition 
  • Mitigate disruptions in programs delivery, community confidence, and employee morale 
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