When There’s No Succession Plan: Strategies for New Executive Directors
What Can Happen Without a Succession Plan
Let’s say a new Executive Director starts at a small organization. The previous ED had been in the role for 15 years, but no succession plan was created. The board assumed the outgoing ED would handle onboarding, but they were busy closing out their own work, leaving the new leader with some of the information and little sense of what was happening in the organization. With two other staff members also relatively new, and looking for direction, the ED was left to figure out everything alone.
Situations like this are not unique. Many organizations with long‑time Executive Directors eventually face leadership changes, yet nonprofits often do not prepare for these transitions. Boards may assume that knowledge and long‑standing relationships will carry over, or that the new ED will eventually figure everything out. But, without a plan, the new leader may face burnout, frustration, and sometimes negative feedback.
Why Succession Planning Matters
Leadership changes can be an uncertain time for a nonprofit. Supporters, staff, and partners look for stability, but if the transition is poorly managed, confidence in the organization can erode. When a long‑time ED leaves, years of knowledge, relationships, and procedures can leave with them. Without a plan and a board that understands its role in fundraising, strain can develop between the ED and the board and within the organization. Most importantly, succession planning matters because new leaders may want to prove they can do the job and risk taking on too much, leaving them overwhelmed and less effective.
When Knowledge Leaves With the Executive Director
When a long‑time ED leaves, much of the organization’s history and everyday routine often leave with them. New leaders inherit pieces of information, such as donor data, which makes decisions harder and can slow any progress the organization has made up to that point. Here are some ways to build knowledge when there is no succession plan:
Speak with staff and volunteers. Even newer team members may have some knowledge of procedures in the organization or key relationships that the previous ED had. For example, a staff member might know where to find important fundraising KPIs, such as donor retention rates or average gift size, while a volunteer might remember which donors always attended the annual gala. These details may seem small, but can help a new ED understand procedures, rebuild relationships, and keep fundraising efforts on track.
Review past reports and communications. Board minutes, annual reports, and newsletters can help a new ED understand the organization’s priorities. For example, board minutes may show the organization’s current funding model, while newsletters may highlight which initiatives received the most support.
Document as you learn. Create simple records of what you learn so the organization’s succession plan is easier going forward and there are fewer gaps. This could mean entering notes about your supporters into your donor database or keeping a simple checklist of recurring events.
Practical Strategies for New Executive Directors Without a Succession Plan
While boards play an important role in the long‑term success of an organization, new EDs can also take proactive steps to ease the transition and set themselves up for success. Here are some practical steps they can take:
Ask for current documentation. Ask for the most recent policies and procedures, or any written material that explains how the organization operates. These documents provide a roadmap for daily tasks, and even if incomplete, having something in writing helps the new ED avoid reinventing the wheel and ensures consistency across staff and volunteers.
Review the donor database. The donor database is more than a list of names, it’s the organization’s memory of relationships. It contains giving histories, notes about donor preferences, and reports that show trends over time. By reviewing this information, a new ED can identify loyal supporters, see which donors may need re‑engagement, and plan personal introductions. This also prevents important connections from being lost when leadership changes.
Invest in professional development. Transition periods often highlight gaps in knowledge or experience. Affordable courses in fundraising can help new EDs strengthen their skills. Free or low‑cost webinars are also valuable, offering practical tools and trends in the sector.
Set boundaries. A new ED cannot do everything alone. It’s important to be clear on what responsibilities they can manage independently and where they need board or staff support. Setting boundaries helps prevent burnout, builds trust with the team, and ensures the ED can focus on high‑impact leadership tasks.
Leadership changes can be challenging, but with planning they can go more smoothly. Without a succession plan, new Executive Directors may struggle with missing information, unclear procedures, and the loss of important donor relationships. However, new leaders can take practical steps to make the transition easier by asking for documentation, reviewing donor data, investing in their own learning, and setting clear boundaries. These actions build on the progress the organization has already made and help it move forward.
Take the Next Step with Chronicle. Succession planning doesn’t have to be overwhelming. Our software Chronicle makes it easier to capture donor notes, track relationships, and keep important information organized so future leaders aren’t left starting from scratch. If your organization is ready to strengthen its knowledge base and prepare for smooth transitions, explore how Chronicle can support your team.
