Here's how you can ensure a smooth succession plan for your nonprofit organization.

When advising on staff succession, I always sit down with the retiring party or parties first, with the board, and with staff. I like to get a "blue sky" view of the organization's future - "If circumstances were perfect, what would you like to see your organization accomplish?" Then drill down to what is between the current situation and that rosy future. I find that boards and staff have different views. Boards see their needs as management based, supporting the mission, and improving how well it is accomplished. The staff frequently has a desire to deepen and expand the mission. Once we reach a common vision of the needs, we can begin crafting the search criteria.

I have the wonderful experience of succeeding my boss. In 1993, I was hired to serve as the assistant to the executive director at a foundation. Over the next eighteen years I developed my own role from essentially clerical to serving as the executive director's deputy. My boss became ill in 2008, and I gradually assumed most of his responsibilities. When my boss chose to retire, the board interviewed four other candidates as well as me. I was chosen, not simply because they were used to me, but because I offered improvements and changes to our procedures. I had a wonderful seven years doing what I do best in the world: make gifts with great impact. Do not overlook the chance to develop your assistants and admins!

Most nonprofits do not think very hard about succession. I can't discuss specific organizations, but I would like to discuss one I have seen. A man was brought in to save a moribund organization. He succeeded beyond what anyone could have anticipated. When he started to think about retiring, however, he had no natural successor within the organization. To avoid resentment among the staff - which was, in my opinion, underpaid and not given enough responsibility - the board had to hire from outside the organization. This led to resentment and disruption. If the board had planned and communicated, the succession would have been much better. Encourage development of current staff, and build a strong executive team.

Flexibility in an organization begins with attitude. If suggestions from lower level staff are ignored, even if you do diligent contingency planning, you do not have an attitude of flexibility. If you are not clear on what your end goal is, then you are not flexible, you are confused. When talking about succession, it's a matter of threading the path between these two conditions.

Engage stakeholders as vital partners in the process, clearly communicating their importance. Involve staff, volunteers, donors, and constituents early, seeking input and offering insight on the plan’s goals and steps. Transparency is critical — keep stakeholders updated to build trust. Welcome diverse insights to ensure the plan reflects the community’s evolving needs. Celebrate milestones to maintain engagement and show progress. This collaborative approach ensures a smooth leadership transition, unified support of the new leader, and a resilient future for the nonprofit.