Passing the Torch Without Losing the Flame: Succession Planning for Membership CEOs and Boards 

Leadership change is always going to happen, that’s a given. What matters is whether your organisation is ready for it. 

Does this scenario sound familiar?: 

Someone in a senior role announces they’re stepping down, and suddenly there’s panic. The board scrambles. Job descriptions are dragged out from a decade ago. Everyone realises just how much that one person was holding - knowledge, relationships, context - and how little of it has been documented. 

This doesn’t have to be how it happens. It’s avoidable, but only if you’re thinking about succession before it becomes urgent. 

That’s why we’ve created the Ultimate Membership Sector Succession Planning Guide and Framework, a practical resource to help boards and senior leaders think ahead and plan for change properly. Not as a reaction to a resignation letter, but as part of good governance and long-term thinking. 

It’s a two-part guide for both boards and senior leaders. Both include checklists, reflection questions and practical steps you can act on now - whether you’re planning a handover, identifying future leaders, or just making sure the organisation wouldn’t be left scrambling if someone left. 

And this is a real risk. Most leadership transitions in the UK are CEO-initiated, not board-led. And on top of that, over two-thirds of new CEOs say they felt unprepared when they stepped into the role. 

So, ask yourself: 

If you’re on a board, have an honest look at where things stand. Is there a plan in place? Has it been reviewed recently? Would you know what to do if your CEO gave notice tomorrow? 

And if you’re in a senior role, ask yourself: have I made it easy for someone to take over from me, or would they be starting from scratch? 

Why succession planning often gets avoided 

Only about one-third of organisations have formal succession plans in place, and further, only about 10% of UK organisations say their succession plans are fully integrated into their wider strategy.  

This is despite the fact that 86% of business leaders say that having a succession plan is important. So, if we all know how important it is, why is it often pushed to the bottom of the to-do list? 

For boards, it often comes down to timing. There’s no immediate vacancy, so the thinking is: “we’ll figure it out when the time comes.” Timelines are tight, people feel rushed. That’s when mistakes get made and when continuity is at risk.  

It’s a similar story for senior leaders. With 83% of UK successions being CEO-initiated rather than board-led, it tells you how reactive the process usually is. And when leadership transitions are reactive, they’re rarely strategic.  

What good looks like 

Succession planning doesn’t need to be overly complicated, but it does need to be intentional. At its best, it’s not about preparing for one specific person to leave, it’s about making sure the organisation isn’t left exposed when change happens. 

In practice, that means a few things: 

  • Leadership roles are clearly defined and regularly reviewed. 
  • Critical knowledge isn’t locked in one person’s head. 
  • The board knows what qualities and experience the organisation will need next, not just what it needed last time. 
  • Internal talent is being identified and supported. 
  • Trusted external support is in place, so recruitment isn’t starting from scratch. 

When these things are in place, transitions become smoother. There’s less disruption, less uncertainty, and far more confidence from staff, from members, and from the board itself. 

Start before you think you need to 

By the time succession planning feels urgent, you’ve already lost the advantage. 

When there’s a vacancy, pressure takes over. Decisions get rushed and the board or leadership team is left trying to make long-term choices on short notice, often with limited information and no clear process. 

Starting earlier gives you space and it gives you options. It means you’re making decisions with the future in mind, not just filling a gap. 

The Ultimate Guide to Succession Planning is designed to help you start to build your succession plan or strengthen what you already have. Whether you’re reviewing governance at board level, or looking at knowledge transfer within your senior team. It’s not just a theory document, it’s something you can use now.  

And if you’re already thinking about a transition - whether it’s someone else’s or your own - I’m always happy to have a conversation. Get in touch with me here. 

 

Get your free copy of The Ultimate Membership Sector Succession Planning Guide and Framework