Board Succession Planning: A Strategy for Leadership Transitions

Board succession planning is fundamental to an association’s long-term performance and credibility. The composition of the board shapes strategic direction, financial oversight, culture and how effectively the organization serves its members and profession. When succession is approached as an ongoing strategy, rather than a task triggered by expiring terms, boards can intentionally develop future leaders, preserve institutional knowledge, and ensure continuity through change. 

Often organizations approach succession planning by focusing first on people: Who could serve? Who would be a good fit? How do we identify and vet candidates? Once they identify potential leaders, boards quickly shift attention to the mechanics of elections or appointments, following bylaw requirements. 

But this approach starts in the middle of the story, not at the beginning. 

The most effective boards frame succession planning as a leadership development strategy, not simply a recruitment exercise. The core question becomes: How are we intentionally cultivating the next generation of leaders who can advance the organization’s mission? 

Based on our work with associations across industries, we recommend a six-step approach to board succession planning. 

1. Develop a Clear Vision of the Ideal Board 

Succession planning begins with clarity. What does the ideal board look like today and in the future? 

This vision should address two dimensions: 

• Knowledge, Skills and Abilities: For example, financial acumen, strategic leadership or specific industry expertise. 
• Attributes, Background and Experiences: For example, professional credentials, demographics, career stage, geographic representation or prior board service. 

A well-defined vision serves as the foundation for every step that follows. 

2. Conduct a Board Skills Assessment 

To understand how close or far you are from that vision, assess the current board’s composition. 

A structured survey works well: 

• Use a five-point scale (from “no experience” to “deep expertise”) to assess knowledge, skills and abilities. 
• Capture attributes, background and experiences through yes/no responses or years of experience. 

This data-driven approach replaces assumptions with insight. 

3. Perform a Gap Analysis 

Next, compare the assessment results to your ideal board profile to identify gaps. 

For knowledge, skills and abilities, look beyond averages and instead focus on depth of expertise. Specifically, count how many board members rate themselves as a four or five in each skill area. This reveals where true expertise exists, and where it does not, far more clearly than averages alone. 

These gaps should directly inform your succession strategy. 

4. Refine Your Recruitment Strategy 

Once you know what capabilities are missing, you can be intentional about how and where you recruit. 

Consider: 

• Where potential candidates are most likely to be found 
• How visible board service opportunities are to emerging leaders 
• The composition of the nominating committee and the networks it brings to the table 

Effective recruitment is proactive, not passive. 

5. Use a Thoughtful and Structured Nominating Process 

Strong governance requires rigor. A clear and consistent process might include: 

• Interest forms or applications 
• Interviews with nominating committee members 
• A well-prepared information packet about the organization, its strategy and board expectations 

Equally important is transparency about the time, effort, and accountability required to be a successful board member. 

6. Run a Transparent Election or Appointment Process 

Your bylaws should clearly define how board members are elected or appointed and that process should be communicated openly to members. 

Remember, elections are not just procedural requirements. They are opportunities to reinforce the organization’s mission, highlight the board’s role in advancing it and build trust in the governance process. 

The Bottom Line 

Yes, this approach requires effort. But without an intentional leadership development and succession process, boards risk being perceived as ineffective, biased or insular. 

Strong boards do not happen by accident. They are built deliberately over time. 

If your board has not recently stepped back to assess its succession strategy, now is the time to start. Whether you are an executive director or a board leader, investing in a disciplined approach to leadership development today will pay dividends in governance effectiveness for years to come.