Nonprofit leaders are navigating a leadership moment that is both familiar—and intensified. In our strategic planning work, we help executives assess leadership potential inside the organization (pipeline strength, development needs, readiness for increased responsibility) as well as the infrastructure needed to support smoother transitions when leadership shifts do arise. 

Equally important is having a healthy, engaged board with clear roles, effective committees, and a strong pipeline of future members. We often see organizations stumble when boards are unstable or unclear, and when leadership transitions are treated as one-time “events” rather than an ongoing organizational practice. 

As your nonprofit evolves, your board and leadership pipeline must evolve with it—intentionally, continuously, and with an eye toward both resilience and retention. When approached with discipline, a strategic planning process can produce actionable next steps tailored to your organization to strengthen leadership pipelines, board pipelines, and transition readiness. 

Executive leadership: Why turnover pressure is rising 

Recent research and sector signals point to growing churn in top roles—and to the conditions driving it. While the rate at which workers quit jobs leveled off in 2023, the rate at which CEOs are leaving their roles—particularly in the nonprofit sector—has continued to rise. (Sources: Spenser Stuart; Challenger, & Gray) 

In a 2025 Chronicle of Philanthropy survey of nonprofit CEOs, nearly two-thirds said their work has become more difficult due to polarization over politics, race, and culture. A third said they are likely to leave their organization within two years, and 22% said they are likely to leave the nonprofit world altogether.  

The Urban Institute’s analysis of nonprofit leaders’ concerns entering 2025 points to intersecting pressures: uncertain revenues and rising expenses, increasing demand, and the strain of supporting workforces—especially staffburnout.  (2025 Nonprofit Trends and Impacts Study) 

The takeaway for boards and executive teams isn’t simply “leadership is hard.” It’s that leadership transitions are becoming more likely, more complex, and more consequential. 

What we’re seeing in real time (and why strategic planning helps) 

Across our nonprofit clients, we’ve seen an uptick in both sudden and planned leadership transitions. Some leaders have stepped away quickly due to accumulated mental and emotional strain coming out of the pandemic; others have accelerated retirement timelines. We expect these factors to continue as leaders face intensifying demands. 

Strategic planning can also function as a succession planning conduit by clarifying or refreshing the organization’s core purpose and vision for the future and developing the 3-5 year organization-wide priorities paired with an implementation roadmap that a future executive leader can step into and carry forward. 

How boards and leaders can respond: Planning for continuity (and dignity) 

Effective planning starts with a mindset shift: transition planning is not only “about replacing a person.” It is about protecting continuity of the mission across relationships, systems, culture, decision rights, and operational momentum—before, during, and after a shift. 

Strategic planning is one of the best ways to build transition readiness without triggering alarm or implying an immediate departure. Strong approaches include the following: 

• Be honest about timelines—early. Boards and CEOs should create a culture where transition conversations can happen proactively, even if a planned transition is not on the current horizon. 

• Define the leadership profile for “what’s next,” not just “what’s now.” Identify the skills and leadership style needed to navigate the next strategic chapter—especially if the organization is scaling or the environment is shifting. 

• Develop internal leadership deliberately. Build internal talent through mentorship, coaching, cross-training, and sharing responsibilities so critical organizational knowledge doesn’t walk out the door. 

• Safeguard key relationships and institutional knowledge. Identify which external relationships (funders, partners, community leaders) and internal systems are most vulnerable—and build redundancy into those connections and processes. 

• Plan for both planned and unplanned transitions. Emergency transition readiness protects the mission and reduces panic-driven decisions. 

• Clarify when interim leadership is the right move. Establish the conditions under which interim leadership helps the organization stabilize, assess options, and move intentionally. 

• Learn from peers. Research how similar organizations are approaching leadership transition to identify practical models—and avoid common pitfalls. 

• Treat retention and succession as inseparable. Succession readiness is also a retention strategy. When leadership roles become more demanding and boards struggle with engagement, fundraising partnership, or clarity of governance, churn becomes predictable—not surprising. 

Board leadership development and succession planning 

This brings us to a second—and equally urgent—trend in cultivating the next generation of leaders: ensuring a strong board pipeline. 

A healthy board of directors is a nonprofit executive’s best friend. From setting strategic direction to ensuring resources for the mission, the partnership between board and executive is vital to a nonprofit’s ability to translate vision into reality. 

Board pipeline and succession planning are crucial for stability and continuity, yet many organizations experience this as a persistent gap. One recent data point from Exponent Philanthropy’s research on foundations is instructive: in a 2024 survey, funders rated their board pipeline strength 4 out of 10 on average—a signal of “moderate” strength at best. The research also notes that organizations with term limits reported stronger pipelines because term limits create time, focus, and natural openings for ongoing recruitment and development. While this data is foundation-focused, the underlying dynamic applies broadly across nonprofits. 

We also see many well-meaning boards hesitate to adopt term limits out of fear of losing institutional knowledge and deep commitment from long-serving members. But without a mechanism that creates consistent openings, organizations struggle to develop and activate a healthy pipeline—and board–executive dynamics can become less effective over time. 

What to do now: Board pipeline development as an operating system 

In strategic planning work with boards, we ask the hard questions about board development, engagement, and alignment as the organization evolves. Together, we clarify what it will take to pass the torch to the next generation of board leaders with intention. 

Effective practices include the following: 

• Assess board composition and gaps. Build shared awareness of the perspectives, expertise, and community representation currently present—and what’s missing. 

• Use committees as training grounds. Treat committees as places to develop future board leaders, test fit, and identify individuals who could step into officer roles over the next several years. 

• Engage the next generation intentionally. Build pathways for younger leaders (often 30s, 40s, and 50s) to connect with the mission and move into governance roles. 

• Develop creative recruitment approaches to build interest in Board and committee service—partner with community organizations to source referrals, target mission-aligned individuals with diverse professional and lived experience, connect with board training programs (e.g., Young Involved Philadelphia), and consider an open call for applications. 

• Identify and reduce barriers to building the board pipeline.. Watch for over-reliance on a few people for key functions (especially recruiting), practices that unintentionally discourage new candidates, and expectations that make service unsustainable. 

• Set new members up for success. Strong onboarding, supportive communications, and a welcoming culture improve retention, contribution, and shared accountability. 

Pass the torch without letting the flame flicker 

Executive turnover and board pipeline fragility aren’t separate problems. They’re two sides of the same capacity question: 

Can your organization sustain leadership today and grow leadership next? 

If you’re not sure, outside expertise can help you get there with clarity and confidence. Strategic planning can align leadership and board stakeholders around the priority of succession readiness—and board development support can equip the board with concrete steps and tools to put it in place. 

Keeping the torch bright isn’t about perfect forecasting. It’s about building an organization that can adapt, transfer knowledge with dignity, and continue delivering on its mission—no matter who is holding the torch at any given moment. 

If you’re reflecting on these issues as well, we’d welcome your perspective.